HomeMy WebLinkAboutFIN 2023-05-08 COMPLETE AGENDA PACKET The City of Tukwila strives to accommodate individuals with disabilities.
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City of Tukwila
Finance and Governance
Committee
Kate Kruller, Chair
Kathy Hougardy
De’Sean Quinn
Distribution:
K. Kruller
K. Hougardy
D. Quinn
C. Delostrinos Johnson
T. McLeod
M. Abdi
T. Sharp
Mayor Ekberg
D. Cline
R. Bianchi
C. O’Flaherty
A. Youn
L. Humphrey
AGENDA
MONDAY, MAY 8, 2023 – 5:30 PM
THIS MEETING WILL BE CONDUCTED BOTH ON-SITE AT TUKWILA CITY HALL AND ALSO VIRTUALLY.
ON-SITE PRESENCE WILL BE IN THE DUWAMISH CONFERENCE ROOM
(2ND FLOOR, 6300 SOUTHCENTER BOULEVARD)
THE PHONE NUMBER FOR THE PUBLIC TO LISTEN TO THIS
MEETING IS: 1-253-292-9750, Access Code 965223169#
Click here to: Join Microsoft Teams Meeting
For Technical Support during the meeting call: 1 -206-433 -7 1 55.
Item Recommended Action
1. BUSINESS AGENDA
a. Amendment to Interlocal Agreement with Washington
State Broadband Office for Private LTE Network.
Joel Bush, Chief Technology Officer
b. Capital facilities financing – Public Works Campus
Phase 2.
Brandon Miles, Business Relations Manager
c. Monthly General Fund update (March 2023).
Tony Cullerton, Deputy Finance Director
d. Comprehensive Financial Sustainability Plan to include
RFP (Request for Proposals) review.
Vicky Carlsen, Finance Director
e. City Council Rules of Procedure update.
Laurel Humphrey, Legislative Analyst
2. MISCELLANEOUS
a. Forward to 5/8 C.O.W.
Meeting and 5/8 Special
Meeting Consent Agenda.
b. Forward to 5/22 C.O.W.
and 6/5 Regular Meeting.
c. Discussion only
d. Discussion only
e. Discussion only
Pg.1
Pg.7
Pg.41
Pg.49
Pg.65
Next Scheduled Meeting: May 22, 2023
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Finance & Governance Committee
FROM: Joel Bush, Chief Technology Officer
BY: Eric Compton, TIS Franchise Analyst
CC: Mayor Ekberg
DATE: May 1st, 2023
SUBJECT: Private LTE / CBRS Proof of Concept Funding - Interlocal Agreement
Revision
ISSUE
TIS is seeking Council authorization to amend the recently adopted Interlocal Agreement with
the Washington State Department of Commerce.
BACKGROUND
On March 20th, 2023 the Mayor was authorized to sign an Interagency agreement with the
Washington State Department of Commerce, Broadband Office to deploy a Private LTE Proof of
Concept to fund the deployment of the Infrastructure with up to $1,000,000.
DISCUSSION
An additional $400,000 has been made available for the project which brings the total project
cost to $1,400,000. The funds cover the cost of the deployment, a contingency, and the
purchase 600 Private LTE compatible Chromebooks.
FINANCIAL IMPACT
There will be limited financial impact in conducting the Private LTE network, but some staff time
will be required to determine connectivity of cellular sites to the City or network. In our current
discussions, the State Broadband Office will provide enough funds for all infrastructure and
three (3) years of spectrum license fees and managed services. Spectrum license and
managed service fees of $94,000 per year will need to be part of the 2025/2026 budget
discussions if Tukwila wishes to continue beyond the initial POC.
RECOMMENDATION
The Finance and Governance Committee is being asked to approve and forward to the
5/8/23 Committee of the Whole and Special Meeting Consent Agenda to authorize the Mayor
to sign the amended Interagency Agreement with the Washington State Department of
Commerce, Broadband Office.
ATTACHMENTS
Revised Interlocal Agreement
1
2
Department of Commerce
Contract Number: 23-66233-014
Washington State Department of Commerce
Local Government Division
Washington State Broadband Office
1. Contractor 2. Contractor Doing Business As (optional)
City of Tukwila
12424 42nd Ave S
Tukwila, WA 98168
DBA Tukwila Community Center
3. Contractor Representative (only if updated) 4. COMMERCE Representative (only if updated)
Joel Bush
Chief Technology Officer
(206) 919-5943
Joel.Bush@TukwilaWA.gov
Connie Rivera
Broadband Infrastructure
Programs Manager
360-704-9535
Connie.rivera@commerce.wa.gov
PO Box 42525
1011 Plum Street SE
Olympia, WA 98504
5. Original Contract Amount
(and any previous amendments)
6. Amendment Amount 7. New Contract Amount
$1,000,000 $400,400 $1,400,400
8. Amendment Funding Source 9. Amendment Start Date 10. Amendment End Date
Federal: State: X Other: N/A: Upon execution date June 30, 2023
11. Federal Funds (as applicable):
N/A
Federal Agency:
N/A
CFDA Number:
N/A
12. Amendment Purpose:
The City of Tukwila will deploy an outdoor private wireless solution to connect students to quality
broadband with a focus on the neighborhoods of Allentown, Tukwila Hill, and Tukwila International
Boulevard. Network coverage has been designed to provide wireless broadband service in the “hotspots”
shown in the Student Internet Need Analysis heat map .
COMMERCE, defined as the Department of Commerce, and the Contractor, as defined above, acknowledge and
accept the terms of this Contract and Attachments and have executed this Contract on the date below and warrant
they are authorized to bind their respective agencies. The rights and obligations of both parties to this Contract are
governed by this Contract and the following documents hereby incorporated by reference: Attachment “A” – Scope of
Work and Budget.
FOR CONTRACTOR FOR COMMERCE
Allan Ekberg, Mayor
Date
Mark K. Barkley, Assistant Director, Local Government Division
Date
APPROVED AS TO FORM ONLY
Sandra Adix
Assistant Attorney General
3/20/2014
Date
3
2
This Contract is amended as follows:
The purpose of this amendment is to modify revise the Scope of Work and amend funding to provide
additional $. Original agreement award $1,000,000 and revised agreement $1,400,400.
The SCOPE OF WORK and BUDGET is amended the original Scope of Work and Budget to add sales tax
and to purchase approximately 600 chrome books a as stated in Attachment A.
ALL OTHER TERMS AND CONDITIONS OF THIS CONTRACT AND AMENDMENTS REMAIN IN FULL FORCE
AND EFFECT.
4
3
Attachment A
Amended Scope of Work and Budget
Department of Commerce, Washington State Broadband Office
and
City of Tukwila
To amend the scope of work to add sales tax and to purchase approximately 600 PrivateLTE
Chromebooks.
Revised Budgetary Estimate
Budget Estimate
Equipment & Deployment $ 800,000
License Fees & Manage Services 200,000
Contingency 50,000
PrivateLTE Chromebooks (600) 227,400
Estimated Sales Tax 123,000
Project Total $1,400,400
5
6
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Finance and Governance
FROM: David Cline, City Administrator
Vicky Carlsen, Finance Director
BY: Brandon Miles, Business Relations Manager
CC: Mayor Ekberg
DATE: March 6, 2023
Updated, March 21, 2023
Updated, April 3, 2023
Updated May 1, 2023
SUBJECT: Capital Facilities Financing, Public Works Campus, Phase 2 Report
ISSUE
This memo outlines the design costs, financing, and estimated construction cost for Public
Works Operations Campus, Phase 2 (hereinafter “Public Works Phase 2”) capital construction
project. Working drafts of this memo have been presented to the Finance and Governance
Committee on March 13, March 27, and April 10.
Staff is requesting authorization to execute contracts for full design and pre-construction of
Public Works Phase in the amount of $5,195,141, with an additional $779,271 being set aside
as owner’s contingency. The design and pre-construction work is anticipated to run from
contract execution in 2023 through the start of the construction phase in May of 2025.
BACKGROUND
I. Overview of the Public Safety Plan and Public Works Phase Operations Campus
The following provides a brief overview of the City’s recent investment in public facilities over
the last 15 years.
a. Development of the Public Safety Plan
In 2008 the City completed a comprehensive seismic study of city buildings, which was recently
updated in 2022. This report found that several buildings, including fire stations and public
works shops, would be unusable after an earthquake. It was this study that was the impetus for
the City to begin examining how to invest in upgraded facilities, specifically public safety
buildings (fire stations, police, municipal court, emergency management and public works
functions).
In 2015, after a two-year process, the City Council was presented a report entitled, “Investing in
Tukwila: Essential Governmental Services Facilities Plan 2015-2040.” The plan recommended
the construction and/or replacement of several public safety buildings, including a new justice
center to house police, emergency management and municipal court; the replacement of three
fire stations; and a combined public works operations facility. The plan also included
recommendations for City Hall and the 6300 building.
7
INFORMATIONAL MEMO
Page 2
This final report was presented to the City Council by the Facilities Committee, made up of
community members, council members, and staff. This Committee recommended a public
safety facilities ballot measure, which resulted in the City Council adopting the “Public Safety
Plan” to prioritize:
the construction of three replacement fire stations,
a new justice center (police, emergency management and municipal court),
a consolidated public works shop, and
a funding plan for 20 years of fire apparatus and equipment.
In November 2016 Tukwila voters approved the public safety plan bond measure with 60.5%
approval. Funds from the bond measure were used for the new fire stations, fire equipment and
apparatus and the justice center. Separately, funding for the public works facilities would come
from a variety of sources, including general fund and utility funds.
In 2018, this financing and expenditure plan was updated with the D-20 Model, adopted by the
City Council and discussed further below.
In 2018 the City began to identify and acquire land for the public safety plan, based upon the
recommendations of the community Siting Advisory Committee. Existing City owned land was
used for two of the new fire stations (51 and 52); the City assembled land on Tukwila
International Blvd for the Justice Center; and the City acquired three parcels in the north end of
the City for a consolidated public works shop. Public Works Operations Campus Phase 1
(hereinafter “Public Works Phase 1”) entailed the construction of the west side of the property
and moving the City’s fleet and facilities functions from George Long to the new site. Public
Works Phase 2 will entail work on the east side of the property and will eventually allow the City
to move the street and utilities functions from the Minkler Shops to the site, as well as
consolidating other functions currently found on other sites, such as spoils storage, etc.
The Justice Center and Fire Station 51 went operational in 2020 and Fire Station 52 become
operational in 2021. The Fleet and Facilities building became operational in 2022 (Public Works
Phase 1). In 2022, the City Council authorized the test to fit work for the eastern portion of the
Public Works Phase 2 - Operations Campus, which will conclude in March of 2023. Due to costs
the relocated Fire Station 54 was deferred.
The Public Works Operations Campus is the final project remaining from the Public Safety Plan.
Funding for design of the Public Works Operations Campus was adopted in the 2023-2024
Budget and construction costs were included in the 2023-2028 Capital Improvement Plan
starting in 2025.
b. Siting of the Consolidated Public Works Shops Facilities
As briefly discussed above, the City utilized a “Siting Advisory Committee” to assist with
identifying possible locations for the replacement fire stations, the new Justice Center, and the
Consolidated Public Works Shops Facilities. The City Council received the final report on the
recommendations of the Siting Advisory Committee on October 16, 2017.
Since all of the buildings constructed for the public safety plan, which includes the consolidated
Public Works Shops Facilities, have a public safety role, the City identified several critical siting
factors for the for the future locations:
The properties needed to be out of the floodplain and/or not protected by a levee. Old
Fire Station 51 did not meet this requirement and the new Fire Station 51 was located
just above the valley floor. Minkler Shops does not meet this requirement. 8
INFORMATIONAL MEMO
Page 3
Not be in a possible soil liquefaction area in order to mitigate risk during an earthquake.
Specific to the consolidated public works shops was that the property not be located in
residential areas.
All facilities had to be permitted in the City’s underlying zoning.
Based upon this broad criterion, the City Siting Advisory Committee examined a total of ten
parcels, all in the City’s Manufacturing Industrial Center zoning classification. Three parcels
were ultimately recommended by the Siting Advisory Committee and the City Council authorized
the use of eminent domain to acquire the properties. The City reached deals with all three
property owners and has or will take title to all the properties by November 1, 2023.
c. Financing the Public Safety Plan- the D-20 Model
In 2018, due to cost escalation from market conditions and initial estimates based on incomplete
data, the City created options for the Public Safety Plan. Throughout the first half of 2018, the
City Council’s Finance Committee, together with staff, deliberated on a variety of financing
options (A, B, C1, C2 and D) to support the Public Safety Plan. In June 2018, the City Council
adopted their recommendation of option D-20 which directed the:
Construction of two new fire stations (51 & 52) and the Justice Center
Dedication of $30 million for land acquisition, building upgrades and master planning for
public works shops.
Fire apparatus and equipment funding for ten years
Issuance of 20-year bonds.
Use of a variety of financial sources (e.g. Limited Term General Obligation Bonds
(LTGO), Fire impact fees, land sales and one-time funds, ongoing REET 1, General
Fund.)
This long-range model – D20 - (2018-2039) has been updated several times to reflect changing
revenues and expenditures.
1. All major projects in the D-20 model are now complete as originally anticipated in
2018. The following is a basic overview of the revenue and expenditures to date in the
D-20 Model. The work outlined below includes all land acquisition costs (Justice Center,
Fire Station 54, and Public Works Operations Campus) construction to date for Fire
Stations 51 and 52, Justice Center and Public Works phase 1 (fleet and facilities);
interim improvements on Minkler; and planning and test to fit associated with Public
Works Phase2. In addition, the initial planning for the Teen and Senior Center was
funded from unused budget leftover from the Justice Center and therefore funded from
the D-20 model. The only remaining items are finishing the roof and siding updates for
the Public Works Phase 1 and the final payment for the 2022 fire engine, which is
expected in 2025.
2. The D-20 Model accounted for all financial aspects of these projects. Data
incorporated two capital project funds, 305 and 306 as well as all debt service funds and
other funds that contributed funding sources (general fund, 301, utility funds). Note,
revenues are forecasted to be higher than expenditures due to financing costs.
3. Other Changes. Sales Tax Mitigation funds were significantly reduced from 2019 to
2020 due to the loss of ongoing Sales Tax Mitigation payments. Council adopted
CARES funding for project costs associated with COVID supply chain delays and added
Teen/Senior Center planning from unspent Justice Center budgeted funds. Additional
general fund and utility fund payments were adopted in 2022 to continue the public
safety plan efforts for the consolidated public works shop. 9
INFORMATIONAL MEMO
Page 4
4. Assuming a successful annexation vote to the Puget Sound Regional Fire
Authority (PSRFA), capital acquisition responsibilities for future fire equipment
and apparatus shift to PSRFA in 2025. A portion of the proceeds from completed land
sales (Travelers Choice and HealthPoint) and approved (still pending) George Long sale
are currently budgeted to support remaining public safety plan financing requirements as
well as Public Works Phases 1 and 2.
5. Land Sales, originally contemplated in the D-20, are no longer required in their
entirety.
a. The updated D-20 model (December, 2022) removes future land sales.
b. Future City Council direction will be needed on use of land revenue (e.g. lease or
sale) for capital facility planning.
c. Completing the Public Safety Plan – Design and Construction of Consolidated
Public Works Shops, Phase 2
The last remaining item in the Public Safety Plan is Public Works Phase 2. This will allow the
City to move off of the Minkler Shops site. The City is still providing critical public works
activities at the Minkler Shops under older, inefficient conditions. In addition, as part of the
Public Safety Plan, the City identified a goal to move all critical facilities out of flood-prone areas
and the Minkler Shops is located directly behind a levee that has significant concerns.
Original Updated Updated Updated
June 2018 Dec 2019 Dec 2020 Dec 2022
EXPENDITURES
Fund 305: Public Safety Plan 114,730,235$ 122,627,139$ 120,510,023$ 109,804,786$
Justice Center 68,570,005$ 66,864,711$ 65,747,697$ 65,995,940$
Fire Stations 30,334,435$ 39,936,632$ 38,936,530$ 37,791,730$
Fire Equipment/Apparatus/Financing 15,825,796$ 15,825,796$ 15,825,796$ 6,017,117$
Fund 306: City Facilities 30,000,000$ 35,700,000$ 36,200,000$ 43,150,491$
PW Shops Phase I $30,000,000 $35,700,000 $35,700,000 $36,405,462
Minkler Improvements $500,000 $500,000
Teen/Senior Center $395,030
PW Operations Campus Phase 2 $5,850,000
TOTAL $144,730,235 $158,327,139 $156,710,023 $152,955,277
REVENUES
Voted Bonds (UTGO) 77,385,000$ 77,997,026$ 77,997,026$ 77,997,026$
Councilmanic Bonds (LTGO) 40,000,000$ 45,500,600$ 45,500,600$ 45,500,600$
Fire Impact Fees (Tukwila South- FS 51) 4,750,000$ 4,750,000$ 4,750,000$ 4,750,000$
Fire Impact Fee- ongoing 8,517,000$ 9,817,000$ 9,497,000$ 8,244,202$
Fund 301 Transfer- REET Funds 3,000,000$ 3,000,000$ 3,000,000$ 3,500,000$
Land Sales 15,038,000$ 13,053,090$ 13,518,000$ 3,014,845$
REET 1 - Ongoing Support 12,813,091$ 12,813,091$ 12,852,409$ 11,000,000$
Sales Tax Mitigation 4,017,425$ 665,909$ 665,909$
Cares Act 300,000$ 497,247$
Investment Earning 707,845$ 1,480,824$ 1,725,661$ 1,626,356$
Project Contribution (TeenSenior)600,000$
Project Contribution (General Fund) 141,854$ 2,991,854$ 2,991,854$ 5,950,954$
Project Contribution (Utility Fund) 141,854$ 3,791,854$ 4,291,854$ 7,791,854$
TOTAL 162,494,644$ 179,212,764$ 177,090,313$ 171,138,993$
D-20 MODEL FINANCIAL SNAPSHOT 2018-2022
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INFORMATIONAL MEMO
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Public Works has moved from George Long into Public Works Phase 1. On November 1, 2023
the City takes ownership of the east side of the property and the Council adopted a lease
agreement through April of 2025 with the current tenant. The City Council authorized the “test-
to-fit” work which developed design options for the entire combined public works site. The “test-
to-fit” will provide the City better cost estimates for the final phase of the project.
In March 2023, the “test-to-fit” was complete and the City Council was briefed on cost estimates
for the full buildout and completion of Public Works Phase 2.
d. Funding Test to Fit
Before moving straight to design, the City Council directed staff to do additional planning and
engagement with the City Council on the layout of the site, this was the “Test to Fit.” The total
budget for the Test to Fit work is $350,000. This work occurred in 2022 and 2023. The work will
be completed at or slightly below the budget. Funding for the Public Works Phase 2 has been a
50/50 split between the general fund and the utilities.
e. Test to Fit Design Concepts
The City Council as a whole and the Transportation and Infrastructure Committee were briefed
as the Test to Fit process proceeded. Additionally, an open house was hosted to solicit impact
from Tukwila community members. In March the project team presented to the City Council the
various layout concepts considered by the project team. Concept “A” (below) scored the highest
on the project team’s criteria and was also favored by Public Works Staff.
Contract Title Firm Cost
Test to Fit Design Miller Hayashi 203,337$
Geotech Exploration Langan 36,600$
Surveying David Evans and Associates 25,000$
Project Management Shiels Obletz Johnsen 78,238$
Total: 343,175$
Budget 350,000$
Remaining Contigency: 6,825$
2022 Actual Expenditures: 185,124
2023 Budget Expenditures: 164,876
Source of Funds
Utilities
Water: 28,029$
Sewer 15,663$
Surface Water 38,746$
Subtotal: 82,438$
Other Funds
General Fund: 82,438$
Test to Fit Analysis Cost
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INFORMATIONAL MEMO
Page 6
II. Public Works Phase 2, Financing
a. The Next D-20 Model, Public Works Campus Financial Model
The D-20 model was a successful tool the City Council approved to track all expenditures and
revenues associated with the construction of the Public Safety Plan. Using the D-20 model as
an example, staff has begun to put together a model that can used to track expenditures and
revenues associated with Public Works Phase 2. Like the D-20 model, the model can be used
to track the cash flow of the project, including the issuance of debt and annual debt payments.
The model can also be easily modified to program in specific situations and changes in the
funding and/or costs.
12
INFORMATIONAL MEMO
Page 7
i. Scenario 1, Base Model
The above model is the starting point for discussion. It assumes that the design and pre-
construction costs in 2023, 2024 and 2025 are paid for in cash. In 2025 the City would issue a
bond of just over $77 million to move forward with construction. It is likely that the City could
reduce debt payments by spreading the bond issuance over 2025 and 2026 (this is what we did
for the public safety bond) However, for simplicity the bond issuance was shown as occurring at
one time.
In 2026 the general fund would need to support debt payments of $2.6 million (discussed
below), while the utilities would provide $2.5 million in rent to the general fund to be on the site.
More discussion on the utilities rent payment is provided below. The general fund annual
contributions begin to drop starting in 2028 and will continue to drop as the rent for the utilities
increases based on a standard inflation rate.
Expenditures 2023 2024 2025 2026 2027 2028
Design and Pre-Construction: 1,725,000$ 2,875,000$ 1,374,412$ -$ -$ -$
Other Soft Costs:-$ 23,377,588$ -$ -$ -$
Total Soft Costs: 1,725,000$ 2,875,000$ 24,752,000$ -$ -$ -$
2023 Construction Cost Estimates:-$ -$ 23,417,500$ 23,417,500$ -$ -$
January 2026 Escalation:-$ -$ 3,839,000$ 3,839,000$ -$ -$
Total Hard Costs:-$ -$ 27,256,500$ 27,256,500$ -$ -$
Total Construction Costs: 1,725,000$ 2,875,000$ 52,008,500$ 27,256,500$ -$ -$
Debt Payments:-$ -$ -$ 1,557,812$ 5,168,232$ 5,168,232$
Total: 1,725,000$ 2,875,000$ 52,008,500$ 28,814,312$ 5,168,232$ 5,168,232$
Source of Funds 2023 2024 2025 2026 2027 2028
General Fund
Lease from UPS: 237,021$ 824,575$ 280,646$ -$ -$ -$
Potential Additional REET 1 Funds: 50,000$ 50,000$ 406,560$ -$ -$ -$
Land Sales: 300,000$ 500,000$ -$ -$ -$ -$
Exceed Funds from 302 Fund: 275,479$ 62,925$ -$ -$ -$
Other General Fund Contribution:-$ -$ -$ -$ -$ -$
Proceeds from Bonds:-$ -$ 79,448,400$ -$ -$ -$
General Fund Debt Service:-$ -$ 0 -$ 2,668,232$ 2,593,232$
Funding from Partners:-$ -$ -$ -$ -$ -$
Grants:-$ -$ -$ -$ -$ -$
Park Impact Fee:-$ -$ -$ -$ -$ -$
Subtotal: 862,500$ 1,437,500$ 80,135,606$ -$ 2,668,232$ 2,593,232$
Utilities
Water: 293,250$ 488,750$ 233,650$ -$ 850,000$ 875,500$
Sewer: 163,875$ 273,125$ 130,569$ -$ 475,000$ 489,250$
Surface Water: 405,375$ 675,625$ 322,987$ -$ 1,175,000$ 1,210,250$
Grants:
Subtotal: 862,500$ 1,437,500$ 687,206$ -$ 2,500,000$ 2,575,000$
Total All Sources: 1,725,000$ 2,875,000$ 80,822,812$ -$ 5,168,232$ 5,168,232$
Starting Year Balance:-$ -$ 28,814,312$ (0)$ (0)$
Ending Year Fund Balance:-$ -$ 28,814,312$ (0)$ (0)$ (0)$
(S1) Total Construction Estimates, No Land Sales Towards Construction, 5% Bond, 30 Year Bond
13
INFORMATIONAL MEMO
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ii. Scenario 2, Base Model, with Land Sales
The base model with land sales assumes $9.5 million in land sales by 2025. The general fund
debt contribution is reduced because of the land sales revenue.
Expenditures 2023 2024 2025 2026 2027 2028
Design and Pre-Construction: 1,725,000$ 2,875,000$ 1,374,412$ -$ -$ -$
Other Soft Costs:-$ 23,377,588$ -$ -$ -$
Total Soft Costs: 1,725,000$ 2,875,000$ 24,752,000$ -$ -$ -$
2023 Construction Cost Estimates:-$ -$ 23,417,500$ 23,417,500$ -$ -$
January 2026 Escalation:-$ -$ 3,839,000$ 3,839,000$ -$ -$
Total Hard Costs:-$ -$ 27,256,500$ 27,256,500$ -$ -$
Total Construction Costs: 1,725,000$ 2,875,000$ 52,008,500$ 27,256,500$ -$ -$
Debt Payments:-$ -$ -$ 1,557,812$ 4,550,244$ 4,550,244$
Total: 1,725,000$ 2,875,000$ 52,008,500$ 28,814,312$ 4,550,244$ 4,550,244$
Source of Funds 2023 2024 2025 2026 2027 2028
General Fund
Lease from UPS: 237,021$ 824,575$ 280,646$ -$ -$ -$
Potential Additional REET 1 Funds: 50,000$ 50,000$ 406,560$ -$ -$ -$
Land Sales: 300,000$ 500,000$ 9,500,000$ -$ -$ -$
Exceed Funds from 302 Fund: 275,479$ 62,925$ -$ -$ -$
Other General Fund Contribution:-$ -$ -$ -$ -$ -$
Proceeds from Bonds:-$ -$ 69,948,400$ -$ -$ -$
General Fund Debt Service:-$ -$ 0 -$ 2,050,244$ 1,975,244$
Funding from Partners:-$ -$ -$ -$ -$ -$
Grants:-$ -$ -$ -$ -$ -$
Park Impact Fee:-$ -$ -$ -$ -$ -$
Subtotal: 862,500$ 1,437,500$ 80,135,606$ -$ 2,050,244$ 1,975,244$
Utilities
Water: 293,250$ 488,750$ 233,650$ -$ 850,000$ 875,500$
Sewer: 163,875$ 273,125$ 130,569$ -$ 475,000$ 489,250$
Surface Water: 405,375$ 675,625$ 322,987$ -$ 1,175,000$ 1,210,250$
Grants:
Subtotal: 862,500$ 1,437,500$ 687,206$ -$ 2,500,000$ 2,575,000$
Total All Sources: 1,725,000$ 2,875,000$ 80,822,812$ -$ 4,550,244$ 4,550,244$
Starting Year Balance:-$ -$ 28,814,312$ (0)$ (0)$
Ending Year Fund Balance:-$ -$ 28,814,312$ (0)$ (0)$ (0)$
(S2) Total Construction Estimates, Land Sales Going Towards Construction, 5% Bond, 30 Year Bond
14
INFORMATIONAL MEMO
Page 9
iii. Scenario 3, Base Model, Land Sales and Lower Interest Rate
The above model assumes $9.5 million in land sales by 2025, but also assumes that the bond
issuance has an interest rate of 4 percent versus 5 percent.
b. Funding Principles
The following are general funding principles the City could use in the PW Phase 2 Model:
1. Revenue from land sales from existing public works facilities (George Long, Minkler, and
Longacres) would go to support the build out of Public Works Phase 2.
2. The City could consider allocated other property transactions into Public Works Phase 2.
3. The utilities will pay their fair share for being on the City owned property.
4. The City will work to identify and engage partners who can help pay for the capital costs
the buildout. However, the partners fund must be more than just contributing to the
Expenditures 2023 2024 2025 2026 2027 2028
Design and Pre-Construction: 1,725,000$ 2,875,000$ 1,374,412$ -$ -$ -$
Other Soft Costs:-$ 23,377,588$ -$ -$ -$
Total Soft Costs: 1,725,000$ 2,875,000$ 24,752,000$ -$ -$ -$
2023 Construction Cost Estimates:-$ -$ 23,417,500$ 23,417,500$ -$ -$
January 2026 Escalation:-$ -$ 3,839,000$ 3,839,000$ -$ -$
Total Hard Costs:-$ -$ 27,256,500$ 27,256,500$ -$ -$
Total Construction Costs: 1,725,000$ 2,875,000$ 52,008,500$ 27,256,500$ -$ -$
Debt Payments:-$ -$ -$ 1,557,812$ 4,045,123$ 4,045,123$
Total: 1,725,000$ 2,875,000$ 52,008,500$ 28,814,312$ 4,045,123$ 4,045,123$
Source of Funds 2023 2024 2025 2026 2027 2028
General Fund
Lease from UPS: 237,021$ 824,575$ 280,646$ -$ -$ -$
Potential Additional REET 1 Funds: 50,000$ 50,000$ 406,560$ -$ -$ -$
Land Sales: 300,000$ 500,000$ 9,500,000$ -$ -$ -$
Exceed Funds from 302 Fund: 275,479$ 62,925$ -$ -$ -$
Other General Fund Contribution:-$ -$ -$ -$ -$ -$
Proceeds from Bonds:-$ -$ 69,948,400$ -$ -$ -$
General Fund Debt Service:-$ -$ 0 -$ 1,545,123$ 1,470,123$
Funding from Partners:-$ -$ -$ -$ -$ -$
Grants:-$ -$ -$ -$ -$ -$
Park Impact Fee:-$ -$ -$ -$ -$ -$
Subtotal: 862,500$ 1,437,500$ 80,135,606$ -$ 1,545,123$ 1,470,123$
Utilities
Water: 293,250$ 488,750$ 233,650$ -$ 850,000$ 875,500$
Sewer: 163,875$ 273,125$ 130,569$ -$ 475,000$ 489,250$
Surface Water: 405,375$ 675,625$ 322,987$ -$ 1,175,000$ 1,210,250$
Grants:
Subtotal: 862,500$ 1,437,500$ 687,206$ -$ 2,500,000$ 2,575,000$
Total All Sources: 1,725,000$ 2,875,000$ 80,822,812$ -$ 4,045,123$ 4,045,123$
Starting Year Balance:-$ -$ 28,814,312$ (0)$ (0)$
Ending Year Fund Balance:-$ -$ 28,814,312$ (0)$ (0)$ (0)$
(S3) Total Construction Estimates, Land Sales Going Towards Construction, 4% Bond, 30 Year Bond
15
INFORMATIONAL MEMO
Page 10
marginal cost increases of the partner. Essentially, the City must receive funds above
the cost incurred by the partner being on the property.
5. One-time funding sources for one-time expenses.
6. Others?
c. Other Capital Needs
Funds that are being allocated from land sales and REET 1 are potential funds that could be
used for other one-time capital expenses, such as replacing the HVAC system at the Tukwila
Community Center. The City has been successful in getting a state grant for the work and there
is a federal appropriation also pending.
d. Other Potential Sources of Revenue
Many jurisdictions have been unable to spend their American Rescue Plan Act (ARPA) funds.
There is a slight possibility that the City maybe able to secure additional ARPA funds to assist
with the design work. If the City is successful, these funds could be used to meet the non-
utilities funding for the design phase funds.
III. Funding the Design and Pre-Construction Work
The City’s project manager, SOJ, have secured quotes from professional firms to complete the
design and pre-construction work for Public Works Phase 2. The total cost for all firms and work
is $ $5,195,141, with an additional owner’s contingency of $779,271, for a total of $5,974,412.
This work would be spread out in 2023, 2024, and 2025. Like with the Test to Fit work, the cost
for the design and pre-construction was envisioned to be split 50/50 between the general fund
and utilities.
An additional $1,644,964 in non-utility funds would have to be used to support the design and
pre-construction phase. Staff believes that using a combination of funds from excess REET 1,
302 (Urban Renewal), land sales revenue, and the ending fund balance of 306 can be used for
these funds.
Year 2023 2024 2025 Total
Total Spend Per Year: 1,725,000$ 2,875,000$ 1,374,412$ 5,974,412$
Source of Funds
General Fund
Lease Revenue from UPS: 237,021$ 824,575$ 280,646$ 1,342,242$
Other Funds: 625,479$ 612,925$ 406,560$ 1,644,964$
Proceed from Land Sales:-$
Subtotal: 862,500$ 1,437,500$ 687,206$ 2,987,206$
Utilities
Water: 293,250$ 488,750$ 233,650$ 1,015,650$
Sewer: 163,875$ 273,125$ 130,569$ 567,569$
Surface Water: 405,375$ 675,625$ 322,987$ 1,403,987$
Subtotal: 862,500$ 1,437,500$ 687,206$ 2,987,206$
Total All Sources: 1,725,000$ 2,875,000$ 1,374,412$ 5,974,412$
Design and Pre-Construction Projected Burn
16
INFORMATIONAL MEMO
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a. Debt
i. Financing
Like most capital projects, the Public Works Operation’s Campus can be paid with a variety of
revenue options, grants, and capital appropriations from other governmental entities. The City
will have to issue a bond to pay for the overall construction costs. One way of looking at the
construction costs is to look at how the City would pay the annual debt service for the project.
ii. Bond Capacity
Year LTGO Debt UTGO Debt
Total Long-
Term Debt Assessed Value %Change AV
1.5%2.5%
Remaining
Non-Voted
Debt
Capacity
Remaining
Total Debt
Capacity
2017 35,014,277 32,990,000 68,004,277 6,184,943,263 7.31% 92,774,149 154,623,582 57,759,872 86,619,305
2018 48,358,749 31,875,000 80,233,749 6,685,919,176 8.10% 100,288,788 167,147,979 51,930,039 86,914,230
2019 71,439,055 68,405,000 139,844,055 7,351,973,382 9.96% 110,279,601 183,799,335 38,840,546 43,955,280
2020 72,205,534 67,035,000 139,240,534 7,883,057,562 7.22% 118,245,863 197,076,439 46,040,329 57,835,905
2021 73,117,643 66,335,000 142,302,643 8,010,892,032 1.62% 120,163,380 200,272,301 44,195,737 57,969,658
2022 70,734,706 65,375,000 138,650,706 8,970,452,548 11.98% 134,556,788 224,261,314 61,281,082 85,610,608
2023 64,094,790 63,595,000 129,921,790 9,374,122,913 4.50% 140,611,844 234,353,073 74,285,054 104,431,283
2024 59,643,954 61,615,000 123,181,954 9,795,958,444 4.50% 146,939,377 244,898,961 85,372,423 121,717,007
2025 55,602,406 59,210,000 116,426,406 10,236,776,574 4.50% 153,551,649 255,919,414 96,335,243 139,493,008
2026 51,941,964 56,565,000 109,811,964 10,697,431,520 4.50% 160,461,473 267,435,788 107,214,509 157,623,824
2027 48,157,300 53,660,000 102,813,300 11,178,815,938 4.50% 167,682,239 279,470,398 118,528,939 176,657,098
2028 44,231,450 50,485,000 95,403,450 11,681,862,655 4.50% 175,227,940 292,046,566 130,309,490 196,643,116
2029 40,164,314 47,025,000 87,567,314 12,207,546,475 4.50% 183,113,197 305,188,662 142,570,883 217,621,348
2030 36,414,928 43,290,000 79,773,928 12,756,886,066 4.50% 191,353,291 318,922,152 154,869,363 239,148,224
2031 32,218,328 39,270,000 71,488,328 13,330,945,939 4.50% 199,964,189 333,273,648 167,745,861 261,785,320
2032 28,515,314 34,950,000 63,465,314 13,930,838,506 4.50% 208,962,578 348,270,963 180,447,264 284,805,649
2033 24,683,322 30,315,000 54,998,322 14,557,726,239 4.50% 218,365,894 363,943,156 193,682,572 308,944,834
2034 20,723,662 25,360,000 46,083,662 15,212,823,920 4.50% 228,192,359 380,320,598 207,468,697 334,236,936
2035 16,626,052 20,075,000 36,701,052 15,897,400,996 4.50% 238,461,015 397,435,025 221,834,963 360,733,973
2036 12,652,810 14,440,000 27,092,810 16,612,784,041 4.50% 249,191,761 415,319,601 236,538,951 388,226,791
2037 8,926,072 8,440,000 17,366,072 17,360,359,323 4.50% 260,405,390 434,008,983 251,479,318 416,642,911
2038 5,070,838 4,335,000 9,405,838 18,141,575,492 4.50% 272,123,632 453,539,387 267,052,794 444,133,549
2039 1,640,000 - 1,640,000 18,957,946,389 4.50% 284,369,196 473,948,660 282,729,196 472,308,660
2040 - - - 19,811,053,977 4.50% 297,165,810 495,276,349 297,165,810 495,276,349
2041 - - - 20,702,551,406 4.50% 310,538,271 517,563,785 310,538,271 517,563,785
2042 - - - 21,634,166,219 4.50% 324,512,493 540,854,155 324,512,493 540,854,155
2043 - - - 22,607,703,699 4.50% 339,115,555 565,192,592 339,115,555 565,192,592
Voted debt cannot exceed the
aggregate of: 2.5% for general
purposes, 2.5% for parks and open
spaces, & economic development,
and 2.5% for utility purposes
17
INFORMATIONAL MEMO
Page 12
iii. Annual Debt Service
30 Year Debt Issuance
Interest Rate 5.00%
Payments Per Year 1
Term (Years) 30
Total Bond Annual Debt
Service
Minimum General Fund
Obligation
80,000,000 $5,204,115 $2,602,057.40
75,000,000 $4,878,858 $2,439,428.82
70,000,000 $4,553,600 $2,276,800.23
65,000,000 $4,228,343 $2,114,171.64
60,000,000 $3,903,086 $1,951,543.05
Like most capital projects, the Public Works Phase 2 can be paid with a variety of revenue
options, grants, and capital appropriations from other governmental entities. The City will have
to issue a bond to pay for the overall construction costs. One way of looking at the construction
costs is to look at how the City would pay the annual debt service for the project. Page 51 of
the City’s 2023/2024 Adopted Budget outlines the City’s required debt service through 2028. As
shown on the page, the City assumed the general fund would support $1,951,543 in annual
debt service for the Public Works Shops, Phase 2. Since the general fund is assumed to
support 50 percent of the construction costs, with the utilities assuming the other half. This
would support a total bond of $60 million per year. In 2023 the total debt payments for all debt
for the City is approximately $5.01 million. Page 51 of the City’s 2023/2024 adopted budget is
below.
40 Year Debt Issuance
Interest Rate 5.00%
Payments Per Year 1
Term (Years) 40
Total Bond Annual Debt
Service
Minimum General Fund
Obligation
80,000,000 $4,662,253 $2,331,126.45
75,000,000 $4,370,862 $2,185,431.04
70,000,000 $4,079,471 $2,039,735.64
65,000,000 $3,788,080 $1,894,040.24
60,000,000 $3,496,690 $1,748,344.83
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INFORMATIONAL MEMO
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Based upon updated construction costs, for planning purposes the City is assuming
construction costs, including bond costs, of $79.44 million. The design and pre-construction
work will be paid with cash on hand and not included in the bond.
Total Maximum Potential Bond
Total (Hard and Soft) Cost: 77,890,588
Cost of Debt Issuance:1,557,812
Total Bond: 79,448,400
General Fund and Utility Fund Allocations, Adjusted
General Fund Allocation 39,724,200
Less Grants and One Time: -
Less Land Sales: -
Alternative Scopes: -
Total: 39,724,200
General Fund Debt Service 2,584,116
Utility Fund Allocation 39,724,200
Less Grants
Alternative Scopes:
Less One Time Monies
Total, Utilities: 39,724,200
Utilty Debt Service 2,584,116
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INFORMATIONAL MEMO
Page 14
The total potential bond obligations would be split 50/50 between the general fund and utilities.
The terms are 30 years, with 5% percent interest rate. The obligations above assume no land
sales, no one time cost adjustments, and no grants/one time funding opportunities. It’s
essentially the max debt service model. However, the debt service obligations are lowered if the
City credits land sales and other one-time funds to the project.
The adjusted model (discussion purposes only) above assumes $2 million in grants/one-time
funds, $5 million in land sales, and reducing the scope by $1 million, lessening the general fund
total debt service obligation to just over $2 million per year. The use of one-time funds would
significantly reduce the annual debt service the general fund would have to service per year.
iv. Interest Rate Variable
General Fund and Utility Fund Allocations, Adjusted
General Fund Allocation 39,724,200
Less Grants and One Time: -
Less Land Sales: 10,000,000
Alternative Scopes: 500,000
Total: 29,224,200
General Fund Debt Service 1,901,076
Utility Fund Allocation 39,724,200
Less Grants
Alternative Scopes:
Less One Time Monies
Total, Utilities: 39,724,200
Utilty Debt Service 2,584,116
General Fund Debt Service
General Fund Bond Allocation: 39,750,000 34,750,000 29,750,000 24,750,000
Maximum Payment Required: $2,585,795 $2,260,537 $1,935,280 $1,610,023
Debt Service in 2023/2024 Budget: 1,951,543 1,951,543 1,951,543 1,951,543
Max. Additional Gen. Funds Needed: 634,251 308,994 (16,263) (341,520)
30 Year Payments, Based On Interest Rate
Total Bond 4.50% 5.00% 5.50% 6.50% 7.00%
80,000,000 $4,911,323 $5,204,115 $5,504,431 $6,126,195 $6,446,912
75,000,000 $4,604,366 $4,878,858 $5,160,404 $5,743,308 $6,043,980
70,000,000 $4,297,408 $4,297,408 $4,297,408 $4,297,408 $4,297,408
65,000,000 $3,990,450 $3,990,450 $3,990,450 $3,990,450 $3,990,450
60,000,000 $3,683,493 $3,683,493 $3,683,493 $3,683,493 $3,683,493
Interest Rate
40 Year Payments, Based On Interest Rate
Total Bond 4.50% 5.00% 5.50% 6.50% 7.00%
80,000,000 $4,347,452 $4,662,253 $4,985,627 $5,655,498 $6,000,731
75,000,000 $4,075,736 $4,370,862 $4,674,026 $5,302,029 $5,625,685
70,000,000 $3,804,020 $3,804,020 $3,804,020 $3,804,020 $3,804,020
65,000,000 $3,532,305 $3,532,305 $3,532,305 $3,532,305 $3,532,305
60,000,000 $3,260,589 $3,260,589 $3,260,589 $3,260,589 $3,260,589
Interest Rate
20
INFORMATIONAL MEMO
Page 15
iv. Hypothetical Utility Annual Rent Payments
Assuming a bond of $79,448,000 per year with fixed payments. Hypothetical total base rent is
$3,000,000 per year, with the utilities responsible for half of the rent cost. As is typical with all
commercial leases, the base rent increases on an agreed upon amount. This amount would be
set by an industry standard. The rent amount would be determined by obtaining a broker’s
opinion value.
Staff is working on the cost share allocation with the City’s utility funds (water, sewer, and
stormwater) to ensure that the utilities are paying their fair share for the improvements. This will
most likely include the utilities paying rent to the general fund indefinitely for the site. In future
years the rent would likely be higher than our debt service to reflect a change in market rent.
IV. Other
The following outlines specific questions that have been asked in the various City Council and
committee meetings.
a. Construction Delay Costs
Construction is currently anticipated to begin on May 1, 2025, shortly after the existing tenant’s
lease expires. Current estimates are that for every month in delay the project’s construction
costs would increase approximately $300,000 per month.
b. Phasing of the Project
A question came up at the February 27 Finance and Governance Committee meeting regarding
a previously discussed phase 3 of the project. This comment seemed to be related to cost
management and reducing the scope of the current project.
2024 2025 2026 2027 2028
Projected General Fund Revenues: 74,042,407$ 66,813,952$ 68,258,314$ 69,971,661$ 71,550,732$
Adopted Projected Debt (includes $1.95 M for PW Phase 2): 4,206,345$ 5,643,933$ 5,735,890$ 5,739,099$ 5,704,835$
% of Debt Payments to General Fund Revenue: 5.68% 8.45% 8.40% 8.20% 7.97%
Max General Fund Additional Debt Needed:-$ 632,573$ 632,573$ 632,573$ 632,573$
Total Potential Debt: 4,206,345$ 6,276,506$ 6,368,463$ 6,371,672$ 6,337,408$
% Debt Payments to General Fund Revenue: 5.68% 9.39% 9.33% 9.11% 8.86%
Six Year Financial General Fund Debt Support
Hypothetical Market Rent for Property:5,000,000$
Utilities Rent (50% of estimated rent): 2,500,000$
Annual Cost Adjustment:5%
Year Total Debt Service Utility Rent General Fund Obligation
1 5,168,232$ 2,500,000$ 2,668,232$
2 5,168,232$ 2,625,000$ 2,543,232$
3 5,168,232$ 2,756,250$ 2,411,982$
4 5,168,232$ 2,894,063$ 2,274,170$
5 5,168,232$ 3,038,766$ 2,129,467$
6 5,168,232$ 3,190,704$ 1,977,529$
7 5,168,232$ 3,350,239$ 1,817,993$
8 5,168,232$ 3,517,751$ 1,650,481$
9 5,168,232$ 3,693,639$ 1,474,594$
10 5,168,232$ 3,878,321$ 1,289,912$
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INFORMATIONAL MEMO
Page 16
In 2019 the City Council authorized SHKS Architects to do site design planning for the public
works shop site. A copy of the conceptual site design planning, including a three-phased total
project is shown in the attachment provided. That proposed phasing would have resulted in the
City demolishing and moving out of the Fleet and Facilities building. However, the City Council
directed staff not to pursue the three-phase plan and to instead plan around the Fleet and
Facilities building remaining in its current location. The City Council also provided additional
funds to improve the seismic status of the building to be one that can be useable after an
earthquake.
Staff has taken this direction from Council and the project does not currently include a third
phase and assumes the Fleet and Facility building will remain for the useful life of the building.
Phasing of Phase 2 will not reduce the project cost or save the City money. In fact, the project
team believes phasing would add more overall costs to the project:
1. Most of the significant cost items, such as the stormwater system and administration
building cannot be phased.
2. Construction costs will likely continue to increase. In fact, going back to 2009,
construction costs have always trended upwards, some years more steeply than others.
At best the rate of increase may not be as aggressive, but the cost will continue to move
upwards. Staff has discussed likely construction cost trends with developers who also
believe that costs will continue to rise.
3. The City may be able to take advantage of favorable bonding costs in the next few
years. If the work was spread out the City the City may have to issue different bonds and
the terms may not be as favorable on the second issuance.
4. There are inefficiencies for the contractors since they would have to mobilize and secure
temporary facilities for a phase project. These inefficiencies would be passed on to the
City has additional costs for the project.
5. The design costs would be increased since the City would have to prepare two
additional sets of contract documents.
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INFORMATIONAL MEMO
Page 17
c. List of City Facilities (Due to space, this was moved as an attachment).
d. Monetization of Surplus City Properties (Due to space, this was moved as
an attachment).
Attachment “B” is an updated list of properties that the City could monetize. If the vote to the
RFA is successful, the City would not have to budget additional fire capital equipment into the
D-20 model. This frees up land sales and leases to support other projects, such as the Public
Works Operations Campus Phase 2. There is just under $18 million in potential land sales
available to the city over the next five years.
e. Intergenerational (Teen/Senior) Center Update
The City Council did not allocate any funding for the planning of the Intergenerational Center in
2023 or 2024. The CIP does show funds being allocated in 2025 and 2026 for additional
planning efforts.
f. Minkler Shops and Levee Issues
The Minkler Facility is classified as a critical facility because of its role in assisting with
emergency response and because it stores hazardous materials, that if flooded would be
problematic. Per Tukwila Municipal Code 16.52.120, all new critical facilities shall be located
outside of the limits of the 100-year flood event. If no feasible alternative exists, then the facility
shall be elevated 3 feet above the base flood elevation (100-year flood event) or elevated to the
500-year flood elevation, whichever is higher. The City’s Floodplain Ordinance is based on the
state’s model floodplain ordinance.
Additionally, the Minkler Shops are located immediately behind the decertified Tukwila 205
levee, which has been shown to not meet federally established criteria (44 CFR 65.10) to
provide reasonable assurance that protection from the base flood (aka 100-year flood)
exists. The City, along with the King County Flood Control District and the US Army Corps of
Engineers, are working on a long term, multi-phase process to address levee deficiencies.
Minkler Shops has also been identified by WRIA-9 as an ideal location along the Green River to
complete a salmon restoration project. A restoration project would likely be included in an
overall levee setback project in the area. King County Flood District has expressed an interest in
purchasing the Minkler Shops property.
g. Can spoils be located somewhere else doing design and construction
phase?
The City’s spoils storage are currently scattered at various city owned site. Longacres and
George Long will likely not be available to the City in the next few years as the City moves to
sale the properties
1. Hydro-Excavated Spoils (clean muddy wet dirt) stored while it dries under the Grady
Way Bridge accessed via Long Acres Property.
2. Dry Excavated Spoils (clean dry dirt) stored Long Acres Property.
3. Vactor Catch Basin Waste (grit, oil, sand) transported directly to King County Vactor
Waste Facility in Renton. We don’t have a site to handle this type of material (Decant
Facility). Not efficient use of time and limited to restricted delivery hours.
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INFORMATIONAL MEMO
Page 18
4. Street Sweeping Waste (leaves, litter, grit) stored at George Long before hauled to
Waste Management Rail Transfer site in South Seattle. Stockpile is transported once
large enough to send multiple dump trucks, multiple times on a scheduled delivery day.
5. Wood Chipping Waste (wood chips, ground leaves and vegetation) stored at George
Long before used in parks and ROW as landscape mulch.
h. Cost of Operations Campus to Date
To date, the City has spent approximately $36 million on the Public Works Operations Campus.
A significant amount of the funds used were to acquire the three parcels and to assist with
business relocation for two of the businesses on the site.
i. Impacts of Terminating the Project
Terminating the project would result in the City not fulfilling its commitment regarding investing
in new, safe buildings for the City’s public safety personnel. The City would have staff located at
the Minkler Shops, which are too small for the City’s operations.
Terminating the project would also result in general fund needing to pay back the utilities for
work done to date on the project. The City has been implementing a 50/50 split between the
general fund and utilities. General fund activities from George Long have moved to the Public
Works Operations Campus. However, the utilities are located at Minkler Shop. If the utilities do
not utilize the new campus the City cannot justify the 50/50 split.
NEXT STEP
Staff is requesting authorization to move forward with the design and pre-construction work.
Staff is not requesting authorization to move forward with construction or for the issuance of
debt for the construction of the project.
The following outlines the contracts that would need to be executed. The design and pre-
construction work will occur in 2023, 2024, and 2025. Construction could begin in May of 2025.
Staff would like to have the owner’s contingency floating. Meaning that the City would allocate to
a specific contract if and when needed. It’s possible that other contracts would be needed, and
the City could use the owner’s contingency for this work. Staff is requesting permission to add
funds to contracts or to secure additional contract, if needed, provided the total project allocation
does not exceed $5,974,412, with the need to get the contract modified by the City Council.
Firm Services Design Phase Costs Construction Phase Costs
Miller Hayashi Architect 3,928,715.00$ 1,487,110.00$
GeoEngineers Geotech 32,842.00$ 48,000.00$
NOVO HAZMAT 19,900.00$ Part of the 19,900
Wetherholt Building Envelope 12,950.00$ 56,850.00$
SOJ Project Management 750,734.00$ Not provided
Ogden Murphy Legal 50,000.00$ Not provided
GCCM Preconstruction 400,000.00$ Not provided
Subtotal:5,195,141.00$
15% contingency:779,271.15$
Total Design Phase Costs:5,974,412.15$ (Excludes: Permit Fees, Bond Costs)
Tukwila Maintenance & Engineering Building - Design Phase Budget DRAFT - 4/10/2023
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INFORMATIONAL MEMO
Page 19
Similar to the public safety plan, staff would also like to implement a monthly report to the City
Council regarding the budget and expenditures associated with the design and pre-construction
phase. This would be a report include in a packet to the City Council. Additionally, the project
team will provide formal milestone check ins to the City Council in October, 2023; June, 2024,
and March, 2025. Each one of these milestones would serve as potential offramp for the City
Council to terminate the project.
FINANCIAL IMPACT
RECOMMENDATION
Staff is requesting Council authorization for the Mayor to sign all necessary contracts for design
and pre-construction work not to exceed $5,974,412 including contingencies. This would
include specific updates and opportunities for off-ramps during this process.
Staff would like to present this final report to the Committee of the Whole on May 22, 2023. The
draft contracts for execution would be included in the packet for that meeting.
Final City Council action could occur on June 5, 2023.
ATTACHMENTS
SHKS Architects Phasing Outline
Attachment “A,” Current Conditions and Overview of Key City Facilities
Attachment “B,” Surplus Property Sale Opportunities
Attachment “C” Debt Service
Attachment “D” Salmon Habitat Project, Minkler Shops, WRIA-9
25
26
2
7
2
8
Attachment “A”, Current Conditions and Overview of Key City Facilities
DRAFT, Updated May 1, 2023
Campus Building
Name
Year
Built
Building
Sq. ft.
Land
Sq. ft.
Primary Use Secondary/Backup
Use
Seismic Risk Flood Risk Tenant
Improvement
(Last Ten
Years)
Can be
surplus?
City Hall City Hall 1979 25,159 117,774 Administration
and City Council
N/A Some risks
were
identified in
the 2008
study, but
generally the
building was
satisfactory.
Low $595,806 N/A
6300 Building 1980 33,230 67,417 Administration
(DCD, PW, TIS,
City Council
meetings, and
Administrative
Services.)
Sound Cities
Association (tenant)
2008 study
identified
significant
issue with
building in the
event of an
earthquake,
including a
risk to
inhabitants.
Low $526,831 Possibly, if
City Hall
campus
operations
were
consolidated
into other
city facilities.
Major
Parks
Facilities
Tukwila
Community
Center
557,568 35,260 Parks and
Recreation
offices; teen and
senior activities;
Emergency shelter. Was not
designed as
an essential
facility,
Low $859,925 N/A
2
9
Attachment “A”, Current Conditions and Overview of Key City Facilities
and meeting
space.
significant
seismic issues.
Foster Golf
Club House
2004 14,656 N/A Club house and
restaurant for
Foster Golf Links
N/A Was built to
current
standards in
2004.
Low Still
researching.
N/A
Parks
Maintenance
Facility
2,900 N/A Parks
maintenance
shops and
offices.
N/A Generally
acceptable.
Medium Still
researching.
N/A
Public
Safety
Buildings
Justice
Center
2021 123,859 Police, Court,
and Emergency
Operation’s
Center
Community meeting
space.
Built to meet
current
seismic
standards.
Low $8,755 N/A
Fleet and
Facilities
2022 23,397 127,125 Public Works
Operations,
Fleet and
Facilities
N/A Building was
retrofitted to
be
operational
following a
seismic event.
Low N/A N/A
Minkler
Shops
1972-
1975
7,480 484,823 Public Works
Streets and
Utilities.
N/A 2008 report
identified
seismic
deficiencies
that would
render it
suspectable to
unacceptable
levels of
damage. Soil
liquefaction
High $45,537 Yes, was part
of the D-20
financing
model.
3
0
Attachment “A”, Current Conditions and Overview of Key City Facilities
also a
concern.
New Fire
Station 51
2021 11,240 246,878 Fire Station Community space. Built to
current
seismic
standards.
Low New
Construction
N/A
New Fire
Station 52
2021 14,650 108,904 Fire Station Community space,
backup emergency
operation’s center.
Built to
current
seismic
standards.
Low New
Construction
N/A
Fire Station
53
1995 7,392 38,860 Fire Station N/A Generally
acceptable.
Site damage
from a seismic
event could
hinder access.
Low $116,332
Fire Station
54
1961 5,398 111,064 Fire Station N/A Does not
meet
immediate
occupancy
standards
following a
seismic event.
Low $35,892 Will be
leased to
RFA. The
deed is
vested with
old Fire
District. Staff
is working to
address this
issue.
Other
Buildings
Old Fire
Station 51
1973 16,115 81,000 Currently being
used for police
vehicle evidence
storage.
None. 2008 study
recommended
replacing the
entire
structure.
Building is not
Medium,
protected
by levee.
$124,815 Yes, was part
of the D-20
financing
model.
3
1
Attachment “A”, Current Conditions and Overview of Key City Facilities
currently
being used for
occupancy by
City staff.
Old Fire
Station 52
3,330 1971 50,530 Vacant None N/A Low N/A No, deed
restrictions
limits the
City’s ability
to sell or
lease.
Old Fire
Station 53
(Allentown)
1930 4,608 21,042 Storage None N/A Low N/A Yes, was part
of the D-20
financing
model.
George Long 1965 18,168 166,439 Vacant, some
storage
None N/A, not
being used for
occupancy.
Medium $60,447 Yes, was part
of the D-20
financing
model.
3
2
Attachment “B”, Surplus Property Sale Opportunities
Updated, March 15, 2023
Updated, March 21, 2023
Council
Direction
Property Name Status Estimated
Value
Contract or
Final Sales
Price
Notes Budget Allocation
Property
Sold or
Under
Contract
HealthPoint Under contract with
HealthPoint
N/A, under
contract.
$3,850,000 HealthPoint has
already paid the
City $2,500,000.
The final payment
of $1,350,000 is
due by June 30,
2023.
In Fund 302 –
Urban Renewal:
$1.85 million to pay
off line of credit for
Urban Renewal and
TIB redevelopment.
$1 million for ERP
system,
$1 million
unallocated
Travelers Choice Sold, closed October
26, 2021
N/A, sold. $665,000 Part of mitigation
measures for
impacts with the
Justice Center
siting.
$400,000 was
budgeted to urban
renewal/TIB
redevelopment and
$265,000 to the
Public Safety Plan
(Fund 305)
Council
Authorized
Purchase
and Sale
Agreement
George Long In progress. $3,225,000 N/A Council authorized
the Mayor to enter
into purchase and
sale agreement with
King County. Still
working to finalize
Council
Previously
Briefed on
Likely
Surplus
Old Allentown
Fire Station
Not yet started. $200,000 N/A
3
3
Attachment “B”, Surplus Property Sale Opportunities
Updated, March 15, 2023
Longacres
Parcel
Begun preliminary
discussions about
bringing property to
market.
$2,000,000 N/A Previously
allocated to Public
Safety Plan; should
annexation to the
PSRFA occur these
funds would not be
needed for the
Public Safety Plan.
Not budgeted since
Council has not
given direction.
Old Fire Station
51
On hold. $2,300,00 N/A Police is currently
using the building
for vehicle evidence
storage.
Previously
allocated to Public
Safety Plan; should
annexation to the
PSRFA occur these
funds would not be
needed for the
Public Safety Plan.
Not budgeted since
Council has not
given direction.
Newporter Not yet started. $1,000,000 N/A
Minkler Shops Have had preliminary
discussions with King
County Flood District
$4,200,000 N/A Cannot be sold until
decision is made
regarding Public
Works Phase 2.
Additional
Properties,
No Council
Direction Yet
Old Fire Station
52
N/A N/A N/A Deed restriction on
property limits the
City’s option with
the property;
required to stay in
community use.
Building will likely
need to be
demolished and the
City will look at city
other opportunities
N/A
3
4
Attachment “B”, Surplus Property Sale Opportunities
Updated, March 15, 2023
with the property to
expand Hazelnut
park.
6300 Building Not yet started. $4,000,000 N/A Council has not
previously been
briefed on possible
surplus of 6300
building. Until staff
can be consolidated
into other buildings,
the City cannot
surplus. Staff has
been looking for
tenants to lease
vacant office space.
Funds have not
been allocated,
decision would
need to be made
regarding
consolidation of city
staff into City Hall
or other City facility.
Star Nursery Site On hold $880,000 N/A This property was
purchased for the
relocation of Fire
Station 54, but
construction of the
station was
deferred. The site
was also identified
as a possible site
for a future
teen/senior center.
Funds have not
been allocated.
3
5
3
6
Debt Service 2023-2028. This chart displays the general fund contribution to debt service for existing
debt, planned debt and proposed debt over the 6-year projection period. The totals in the chart represent
debt service payments; the totals do not take into consideration other revenue sources that offset the
general fund obligation.
TOTAL
2023 2024 2025 2026 2027 2028 2023-2028
LTGO 2015 392,475 389,375 391,125 387,575 391,050 392,050 2,343,650
Interurban 227,636 225,838 226,853 224,794 226,809 227,389
164,840 163,538 164,273 162,782 164,241 164,661
LTGO 2017 558,400 557,750 556,800 555,550 554,000 557,150 3,339,650
LTGO 2018 1,532,700 1,534,450 1,534,200 1,531,950 1,532,700 1,531,200 9,197,200
(766,350) (767,225) (767,100) (765,975) (766,350) (765,600) (4,598,600)
LTGO 2019 1,691,050 1,689,550 1,690,800 1,689,550 1,690,800 1,689,300 10,141,050
(372,031) (371,701) (371,976) (371,701) (371,976) (371,646) (2,231,031)
SCORE 2019 376,876 376,914 377,126 376,861 377,054 376,693 2,261,524
Refunding (376,876) (376,914) (377,126) (376,861) (377,054) (376,693) (2,261,524)
LTGO 2020R 513,029 516,579 - - - - 1,029,608
Refunding Southcenter Pkwy Extension 376,307 378,911 - - - -
Emergency Management 136,722 137,668 - - - -
LTGO 2021A 314,231 314,241 314,172 314,226 314,198 314,188 1,885,256
(157,116) (157,121) (157,086) (157,113) (157,099) (157,094) (942,628)
LTGO 2021B 257,741 257,475 258,381 257,321 257,146 256,826 1,544,890
LTGO 2021C 542,569 - - - - - 542,569
Existing debt 5,019,728$ 4,479,953$ 3,449,316$ 3,441,383$ 3,444,469$ 3,446,374$ 22,251,614$
PROPOSED DEBT:
LTGO 2020 PW Shops-General Fund
Portion
30,000,000 - - 1,951,543 1,951,543 1,951,543 1,951,543 7,806,172
-$ -$ 1,951,543$ 1,951,543$ 1,951,543$ 1,951,543$ 7,806,172$
TOTAL Estimate / Projections 5,019,728$ 4,479,953$ 5,400,859$ 5,392,926$ 5,396,012$ 5,397,917$ 30,057,786$
Interurban/Boeing Access Rd Brdg
Boeing Access Road Bridge
PW Shops
50% paid by utility funds
42nd and 53rd Sidewalks
PSP (Justice Center, Fire) & PW Shops
22% paid by utility funds
South County Correctional Entity, SCORE
Jail facility
Estimated contribution by SCORE
Southcenter Parkway Extension,
emergency management
PW Shops
50% paid by utility funds
Urban Renewal
Arterial Streets
Use of Debt Proceeds
BUDGET PROJECTIONS
EXISTING DEBT:
51
2023 - 2024 Biennial Budget City of Tukwila, Washington
51
38
RM
14
LG-35
G
reen River
I
n
t
e
r
u
r
b
a
n
T
r
a
i
l
-
T
u
k
w
i
l
a
G r e e n R i v e r T r a i l - T u k w i l a
InterurbanTrail Site - Tukwila
InterurbanTrail Site - Tukwila
Minkler
Blvd
An
d
o
v
e
r
P
a
r
k
E
181TUKWILA
RENTON
K ING C OUNT Y
Seattle
WRIA 9
Incorporated Area
N
Vashon/
Maury
Islands
Miles
0 5 10
LOCATION MAP
Seattle
PROJECT AREA MAP
Public
Lands
N0 200 400 ft.Park Incorp. Area
Boundary
Floodplain
Restoration
Riparian
Acquisition
$
Planning/
Design
Side channel
Scoping/
Reconnaissance
Primary strategy
Protect, restore and enhance floodplain connectivity.
Benefits:
• Flood risk reduction
• Increased habitat connectivity
• Increased rearing habitat
Contribution to goals metrics:
• LG - O-channel habitat
PROJECT DESCRIPTION:
Relocate the City of Tukwila's stormwater pond;
clean and connect the existing pond to the river,
setback the levee to create up to 7 acres of o
channel habitat.
Tier 1 Project: LG-35
P-17 Pond Connection Reconnection
PROJECT FACTS
Subwatershed:
Lower Green (LG)
River mile:
RM 13.7- 13.9/
left bank
Banksidejurisdiction:
City of Tukwila
Project sponsor:
City of Tukwila
Budget:
$37,000,000
PROJECT TYPE:
Project Area Map: Ortho2019KCNAT aerial photo Site photo: Google Earth
KCIT-DCE file: 2011_10202L LPRE GIS file Q:\20009\WRIA9_ProjectMaps.mxd KLINKAT
KEY HABITAT:
P-17Pond
PAGE
128 Green-Duwamish and Central Puget Sound Watershed Salmon Habitat 2021 Update
39
40
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
1
TO: Finance & Governance Committee
FROM: Tony Cullerton, Deputy Finance Director
CC: Mayor Ekberg
DATE: May 8, 2023
SUBJECT: March 2023 General Fund Departmental Budget-to-Actuals Report
Summary
The purpose of the March 2023 General Fund Financial Report is to summarize for the City
Council the general state of departmental expenditures and to highlight significant items. The
following provides a high-level summary of the departmental financial performance. The March
2023 report is based on financial data available as of April 28, 2023, for the period ending March
31, 2023.
Expenditures
Allocated Budget
As of the end of March, all departments, with the exception of Fire, reported activity that is within
their allocated budget. The overage in Fire is $119,294. $88,267 is attributed to an increase in
the WCIA insurance premium over last year. Additionally, invoices for the Fire Department that
total approximately $7,000 for supplies were purchased at the end of 2022 and have been
received and paid in 2023. The WCIA insurance premium increase and last-minute year-end 2022
supply purchases are the primary significant drivers of the overage in Fire’s Allocated Budget.
General Fund departmental expenditures totaled $17.2 million through March, which is $1.99
million below the allocated budget of $19.1 million. Department 20, which transfers to other
funds, reported $1.5 million in expenditures. This number reflects transactions for debt payments
and interfund activity.
Budget to Actual (% Expended)
When comparing YTD spending to the percent of year completed (25%), three departments
finished the month higher than 25%. Finance reported % expended of 26.8%. The expenditures
that tipped finance over the 25% mark are attributed to Professional Services. For the same
period last year, there were no audit costs incurred during January – March of 2022. The $14,551
reported in 2023 are for the 2022 Accountability audit that continued into 2023. Finance did
request that the State Auditor’s Office (SAO) complete the 2022 audit fieldwork in FY 2022, for
41
INFORMATIONAL MEMO
Page 2
2
budgetary purposes. However, at SAO’s request the City agreed to accommodate the auditor’s
schedule of completing the Financial/Federal audit and return at a later date to complete the
Accountability fieldwork. The other major increase pertained to an increase in the WCIA Liability
Insurance premium.
While Finance is reporting YTD expenditures of 26.8% at 25% of the year, these expenditures
were previously identified and budgeted, as is supported by Finance currently reporting total
expenditures under Allocated Budget.
Fire ended the quarter at 27%. The increase is primarily with Contracted Svs. The increase is the
Puget Sound Regional Fire Authority agreement. In prior years, these costs were reported in the
Salaries line-item. Additionally, as stated above, we have received late year-end 2022 invoices
paid in 2023.
PW Dept/Street Maint. reported quarterly expenditures 35% at 25% of the year. The YTD
overage is attributed to the WCIA Insurance invoice that was paid in January 2023. The other
significant increase is the collective rise in utility costs over the same period last year, attributed
to the new Facilities Maintenance building that opened in June of 2022.
2022 2023 $ Change % Change
Professional Svs
Audit 0 14,551 14,551 N/A
Insurance 384,387 450,534 66,147 17.2%
Total 384,387 465,085 80,698 21.0%
Category 2022 2023 $ %
Insurance-Property Preimum 346,858 438,917 92,059 26.5%
Electric 52,031 86,992 34,961 67.2%
Natural Gas 11,290 16,656 5,366 47.5%
Water/Sewer 11,298 16,155 4,857 43.0%
Surface Water 39,861 50,280 10,419 26.1%
Total 461,338 609,000 147,662 32.0%
42
INFORMATIONAL MEMO
Page 3
3
Departmental Variances
Year to Date Department Expenditures Through March 2023:
2023 Compared to 2022
Most of the General Fund departments reported increases over the same period compared to
the prior year. This is expected as a result of increases in salaries due to contractual obligations
and the general rise in the cost of ongoing expenditures. However, several departments reported
increases greater than 5% and $50,000 over the same period last year. This section of the report
provides additional information on the increase over the prior year.
Administrative Services reported an increase of $131,062 (13.3%) over the same period last year.
The cause of the increase is within Salaries and Technology Services. Salaries increased by
$66,487 (12.5%). The increase is a result of a reclassification for an employee and a payout
pertaining to the retirement of a long-term employee. The rise in Technology Services is due to
an increase in Online Services – Subscriptions. Examples of the largest Online Services-
Subscriptions increases are itemized below.
Allocated Budget %
2023 2023 2021 2022 2023 vs Actual Expended $ Change % Change
DEPARTMENT Annual Allocated OVER/(UNDER)
City Council 384,889 89,222 78,406 83,193 96,072 6,850 25.0% 12,879 15.5%
Mayor's Office 2,502,666 659,286 437,650 482,450 498,594 (160,692) 19.9% 16,144 3.3%
Administrative Services 5,676,491 1,498,029 974,812 988,668 1,119,730 (378,299) 19.7% 131,062 13.3%
Finance Department 3,868,642 1,299,904 864,853 1,013,642 1,036,494 (263,410) 26.8% 22,852 2.3%
Rec Dept / Parks Maint 5,109,490 1,308,938 1,041,420 1,090,832 1,195,222 (113,716) 23.4% 104,390 9.6%
Community Dev 4,672,314 1,166,179 894,467 1,075,552 1,021,855 (144,324) 21.9% (53,697) -5.0%
Municipal Court 1,741,340 435,335 284,893 371,603 400,959 (34,376) 23.0% 29,357 7.9%
Police Department 22,746,448 5,872,927 4,453,390 4,386,444 5,192,823 (680,104) 22.8% 806,379 18.4%
Fire Department 14,790,120 3,870,070 3,416,507 3,590,156 3,989,364 119,294 27.0% 399,208 11.1%
PW Dept / Street Maint 7,574,988 2,992,345 2,270,184 2,504,742 2,647,568 (344,777) 35.0% 142,825 5.7%
Subtotal 69,067,388 19,192,235 14,716,582 15,587,281 17,198,681 (1,993,554) 24.9% 1,611,400 10.3%
Non Departmental 6,688,881 245,701 1,365,690 1,342,690 1,508,158 1,262,457 22.5% 165,468 0.0%
Total Expenditures 75,756,269 19,437,936 16,082,272 16,929,971 18,706,839 (731,097) 24.7% 1,776,868 10.5%
% of Year 25.0%
2020/20212022/2023
BUDGET ACTUAL
Desc 2022 2023 $
Salaries 530,252 596,738 66,487
Technology Svs 60,901 151,595 90,694
Total 57,350 143,707 157,181
43
INFORMATIONAL MEMO
Page 4
4
Recreation / Parks Maintenance reported an increase of $104,390 (9.6%) over the same period
last year. The largest portions of the increase are due to increased salaries related to the
restoration of services and an increase in Security/Safety Svs. expenditures over the prior year.
Police reported an increase over the prior period of $806,379 (18.4%). While this amount is
significant, the cause of the increase is consistent with what has been reported in previous
months. There has been a rise in Salaries, OT, and Professional Services.
Fire has previously been addressed. The increase over the prior year is $399,208. This is the
payment to the PSRFA. It is important to note that in the prior year these expenditures were
reflected in Fire Salaries.
Online Services-Subscriptions $
Email Filter 9,675
ESRI (GIS) Services 30,319
Online Resources Svs 20,258
Network Security Monitoring 39,993
Digital Signature Platform 19,577
Total 119,822
Div Desc 2022 2023 $ Diff Dscription
P&R Extra Labor 37,495 63,202 25,707 Increase in the restoration of servcies
P&R Supplies (7,434) 12,275 19,709
Recoding from P&R to Arts Commission of
wellness gift cards
P&R Professional Svs - Contracted Svs 2,019 21,314 19,295 TCC Youth Basketball Clinics ($16k)
Parks Maint Salaries 193,260 208,236 14,976 Salaries
Pks Maint Professional Svs 18,373 28,057 9,684 Security
Parks Maint Repair Maintenacne Supplies 4,574 18,399 13,825 Overall increase in supplies
Total 250,309 353,506 103,196
Description 2022 2023 $ %
Salaries 2,153,191 2,540,381 387,190 18.0%
OT 255,782 361,329 105,547 41.3%
Professional Svs
Contracted Svs 3,708 10,748 7,040 189.9%
Dispatch 196,468 230,807 34,339 17.5%
Jail Svs 159,854 336,338 176,484 110.4%
Insurance 278,737 324,930 46,193 16.6%
Total 3,047,740 3,804,533 756,793 24.8%
44
INFORMATIONAL MEMO
Page 5
5
Public Works / Street Maintenance reported an increase of $142,825 (5.7%). 64% of the increase
is attributed to a $92,059 increase in Insurance–Property premiums. The other significant
increase is the collective rise in utility costs over the same period last year, attributed to the new
Facilities Maintenance building that opened in June of 2022.
This concludes the recap of notable variances within departments between 2022 and 2023. While
overall General Fund departmental costs increased by 10.3% over the same period last year, the
increase in expenditure was identified ahead of time and were budgeted for. As a reminder, all
General Fund departments ended the month of March within their Allocated Budget, with the
exception of Fire.
The graph below shows the Annual Budget, Actual Expenditures, and Allocated Budget amounts
for the General Fund departments.
Category 2022 2023 $ %
Insurance-Property Preimum 346,858 438,917 92,059 26.5%
Electric 52,031 86,992 34,961 67.2%
Natural Gas 11,290 16,656 5,366 47.5%
Water/Sewer 11,298 16,155 4,857 43.0%
Surface Water 39,861 50,280 10,419 26.1%
Total 461,338 609,000 147,662 32.0%
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000
City Council
Mayor's Office
Administrative Services
Finance Department
Rec Department / Park Maint
Community Dev (DCD)
Municipal Court
Police Department
Fire Department
Public Works Dept / Street Maint
ThousandsActual Expenditures Allocated Budget
45
INFORMATIONAL MEMO
Page 6
6
General Fund by Category
Per ordinance, the City adopts a biennial budget by fund. This is the required level of reporting
for external authoritative sources of oversight such as of the Washington State Auditor’s office.
This level of reporting is also utilized for the purposes of debt issuance and by other stakeholders.
For managerial reporting and internal use, the city reports activity at the department level. This
provides more details and additional information used by decision makers within the city and
those charged with governess. In an effort to provide an enhanced level of reporting, additional
information is being provided for activity at the transaction level that reflect an increase of more
than 5% over the prior year AND $50,000, that are part of a Category that is reporting total
activity above the % of Year calculation.
The end of March represents completion of 25% of the year. Total Services is the only Category
that reported total activity higher than 25%. Within Total Services the event that tipped
Professional Services was the Fire contract payment. As previously stated, in the prior year, these
costs were reported in the Salaries line. Professional Development includes Memberships and
also reflects the return to business travel and training. The increase in Technology Services has
been previously addressed above in the Administrative Services details.
The majority of this report is dedicated to identifying, understanding, and explaining spikes in
expenditures compared to the same period last year. However, at the end of the first quarter it
was noted that there is a significant dip in the Repairs & Maintenance Svs category. The decline
is close to a quarter of a million dollars. Specifically, $238,553, representing a decrease of 47.9%
over the same period last year. This reduction is attributable to a decrease in Fleet Operations &
Maintenance Costs. This is a direct result of the policy change that led to transitioning a portion
of the City’s fleet to the new Fleet Leasing model, thus recognizing savings pertaining to the
decrease in fleet maintenance costs in the first quarter of 2023.
Professional Dev 2022 2023 $ Diff
Membership 102,913 130,642 27,729
Registration 11,528 24,121 12,593
Hotel/Lodging 1,737 6,152 4,415
Tuition/Coaching/Trainer 2,180 8,670 6,490
Total 118,358 169,585 51,227
46
INFORMATIONAL MEMO
Page 7
7
General Fund
City of Tukwila
General Fund Expenditures
Allocated Budget %
2023 2023 2021 2022 2023 vs Allocated Expended
Annual Allocated OVER/(UNDER) $
2022/2023
%
2022/2023
Salaries 25,787,016 6,446,753 6,957,114 7,354,440 5,768,477 (678,276) 22.4% (1,585,963) (21.6%)
Extra Labor 769,106 127,128 4,119 66,623 85,173 (41,955) 11.1% 18,550 27.8%
Overtime 755,184 165,652 473,154 623,955 395,104 229,452 52.3% (228,851) (36.7%)
Holiday Pay 250,000 7,614 4,766 7,379 1,935 (5,679) 0.8% (5,444) (73.8%)
FICA 2,110,086 527,522 432,603 468,297 471,530 (55,992) 22.3% 3,233 0.7%
Pension-LEOFF 635,410 140,353 212,918 222,705 128,764 (11,589) 20.3% (93,941) (42.2%)
Pension-PERS/PSERS 1,744,919 436,230 408,726 361,482 381,460 (54,770) 21.9% 19,977 5.5%
Industrial Insurance 586,183 146,546 250,400 170,432 98,829 (47,717) 16.9% (71,604) (42.0%)
Medical & Dental 5,748,432 1,437,108 1,558,562 1,842,989 1,342,590 (94,518) 23.4% (500,399) (27.2%)
Unemployment 0 0 0 168 0 0 - (168) (100.0%)
Uniform/Clothing 33,290 13,572 910 110 470 (13,102) 1.4% 360 328.2%
Total Salaries & Benefits 38,419,627 9,448,478 10,303,272 11,118,580 8,674,331 (774,147) 22.6% (2,444,249) (22.0%)
Supplies 678,334 164,005 106,389 34,575 64,113 (99,892) 9.5%$29,538 85.4%
Repairs & Maint Supplies 450,010 111,105 32,491 41,810 48,408 (62,697) 10.8% $6,598 15.8%
Resale Supplies 2,500 600 0 0 0 (600) - $0 -
Small Tools 213,203 53,251 7,561 6,035 4,483 (48,768) 2.1% ($1,553) (25.7%)
Technology Supplies 110,798 27,699 10,950 8,853 2,764 (24,935) 2.5% ($6,089) (68.8%)
Fleet Supplies 7,000 1,750 544 939 1,004 (746) 14.3% $65 6.9%
Total Supplies 1,461,845 358,410 157,934 92,213 120,772 (237,638) 8.3% $28,559 31.0%
Professional Services 21,798,537 6,490,027 2,037,196 1,933,542 6,135,854 (354,173) 28.1% $4,202,313 217.3%
Communications 440,528 106,999 65,740 68,708 71,665 (35,334) 16.3% $2,957 4.3%
Professional Dev 570,359 167,931 187,557 119,222 174,811 6,880 30.6% $55,589 46.6%
Advertising 66,300 20,200 998 186 1,750 (18,450) 2.6% $1,565 843.4%
Rentals 1,298,059 322,390 97,261 36,349 261,690 (60,700) 20.2% $225,341 619.9%
Technology Services 1,031,264 506,698 132,100 271,934 337,237 (169,461) 32.7% $65,303 24.0%
Utilities 2,244,354 1,421,719 1,281,418 1,291,759 1,334,595 (87,124) 59.5% $42,836 3.3%
Repairs & Maint Svs. 1,286,418 320,974 478,329 498,533 259,980 (60,994) 20.2% ($238,553) (47.9%)
Miscellaneous 1,012,899 244,109 (25,223) 106,757 32,275 (211,834) 3.2% ($74,482) (69.8%)
Total Services 29,748,719 9,601,047 4,255,376 4,326,989 8,609,856 (991,191) 28.9% 4,282,867 99.0%
Capital Outlay-Land 0 0 0 0 0 0 - 0 -
Other Improvements 0 0 0 0 0 0 - 0 -
Machinery & Equipment 420,000 30,000 0 49,499 0 (30,000) - (49,499) (100.0%)
Construction Projects 0 0 0 0 39,423
Total Capital Outlay 420,000 30,000 0 49,499 39,423 (30,000) 9.4%(10,076)(20.4%)
Transfers Out 5,706,078 0 1,365,690 1,342,690 1,262,457 (4,443,621) 22.1%(80,233)(6.0%)
Total Non Operating Expense 5,706,078 0 1,365,690 1,342,690 1,262,457 (4,443,621) 22.1%(80,233)(6.0%)
Total Expenditures 75,756,269 19,437,935 16,082,272 16,929,971 18,706,839 (6,476,597) 24.7% 1,776,868 10.5%
Change
Year-to Date as of March 31, 2023
BUDGET ACTUAL COMPARISON OF RESULTS
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City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Finance & Governance Committee
FROM: Vicky Carlsen, Finance Director
CC: Mayor Ekberg
DATE: May 2, 2023
SUBJECT: Comprehensive Financial Sustainability Plan
ISSUE
Staff plans to issue a Request for Proposal to select a consultant or consultants to develop a
Comprehensive Financial Sustainability Plan (“Plan”) and Utility Rate Study (“Study”) and welcomes input
from the Committee on the scope.
BACKGROUND
The 2023-204 biennial budget provides $200 thousand for the comprehensive financial sustainability plan.
The plan will review the City’s operating and capital improvement program expenditures. The goal is to
provide short-term (2-5 years) and long-range (6-10 years) plans for the City that considers current and
future programs, projects, and service the City offers.
Given the magnitude of this project, it was determined that adding in a utility rate study as part of this Plan
would be beneficial to the City and aid in the budgeting process for the City’s utility funds.
DISCUSSION
The Plan is expected to be a valuable tool that will be utilized when drafting the 2025-2026 biennial budget
as well as future budgets. This Plan will provide an understanding of the City’s current financial position
and develop tools or levers that can be used to provide the right mix of resources necessary to achieve the
operational programs and services along with capital improvements desired by our residential and business
communities.
The Plan is timed to coincide with the facilities study and business planning process related to the Foster
Golf Course so that outcomes of these other studies can be incorporated into this Plan.
The proposed timeline includes publishing the RFP by May 15, 2023 and anticipated start date for the
consultant(s) in July, 2023. The Plan should be finalized and presented to City Council no later than April,
2024.
RECOMMENDATION
Discussion only. Staff welcomes input from the Committee.
ATTACHMENTS
Draft Request for Proposal – Comprehensive Financial Sustainability Plan and Utility Rate Study
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50
City of Tukwila
Request for Proposal
Comprehensive Financial
Sustainability Plan
and Utility Rate Study
Issue Date: May 15, 2023
Due Date: June 2, 2023 5:00 p.m. PDT
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REQUEST FOR PROPOSALS
Notice is hereby given that proposals will be received by the City of Tukwila, Washington, for:
Comprehensive Financial Sustainability Plan and Utility Rate Study
Proposals received later than 5:00 p.m., PDT June 2, 2023
A copy of this Request for Proposal (RFP) may be obtained from City’s web site at
http://www.Tukwilawa.gov/. Click on the Business tab at the top of the page and then click on the
Request for Proposals link found under “Doing Business with the City”.
The City of Tukwila reserves the right to reject any and all proposals, and to waive irregularities
and informalities in the submittal and evaluation process. This RFP does not obligate the City to
pay any costs incurred by respondents in the preparation and submission of a proposal.
Furthermore, the RFP does not obligate the City to accept or contract for any expressed or
implied services. Further, the City reserves the right to select one consultant for the
comprehensive financial sustainability plan and another for the utility rate study, if the City
determines it is in the best interest of the City.
A consultant response that indicates that any of the requested information in this RFP will only
be provided if and when the supplier is selected as the apparently successful supplier is not
acceptable, and, at the City’s sole discretion, may disqualify the proposal from consideration.
The City of Tukwila assures that no person shall, on the grounds of race, color, national origin,
or sex be excluded from participation in, be denied the benefits of, or be otherwise subjected to
discrimination under any program or activity. The City of Tukwila further assures that every effort
will be made to ensure non-discrimination in all of its programs and activities, whether those
programs are federally funded or not.
In addition to nondiscrimination compliance requirements, the Supplier(s) ultimately awarded a
contract shall comply with federal, state, and local laws, statutes, and ordinances relative to the
execution of the work. This requirement includes, but is not limited to, protection of public
and employee safety and health; environmental protection; waste reduction and recycling; the
protection of natural resources; permits; fees; taxes; and similar subjects.
Dated this 15th Day of May 2023
Vicky Carlsen
Finance Director
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SECTION I: INTRDUCTION
The City of Tukwila (“City”) is requesting interested municipal advisory firms to submit a proposal
to develop:
1. a Comprehensive Financial Sustainability Plan (“Plan”) and,
2. a utility rate study for the City’s three utilities: water, sewer, and surface water (“Study”).
The Plan will review the City’s operating and Capital Improvement Program expenditures,
revenues, and multi-year projections with a focus on the City’s general fund and capital project
funds. The goal is to provide short-term (2-5 years), a long-range (6-10 years) plan for the City
that considers current and future programs, projects, and services the City offers, and future
finances and the impact of limited revenue growth in the future of City services, infrastructure, and
capital project needs. The Plan will be informed by an advisory group made up of community
members and business representatives from Tukwila. It should include prioritized
recommendations and implementation framework. Additionally, the Plan should also take into
consideration the current and changing needs for programs and services offered as our residential
and business communities grow and change.
The Study should include a cost-of-service rate study, proposed rate design, and a comprehensive
plan for financing major infrastructure maintenance and improvement projects.
The City will consider long-term financial analysis and budget strategies developed by the selected
firm or firms to continue to deliver the City’s services and capital projects and goals during a
process that includes internal and external stakeholder outreach including presentations to the
City Council.
The Plan and Study are anticipated to be valuable tools to ensure that the City’s finances remain
on a strong footing and provide the resources necessary to achieve the operational programs and
services and capital improvements desired by our residential and business communities. The
City’s goal is to have the selected firm or firms present their report (Plan and Study) no later than
Spring of 2024 so that the short-term and long-range financial analysis and budget strategies can
be presented and discussed by the City Council and incorporated into the next budgetary cycle.
The Request for Proposal (RFP) provides information on the City of Tukwila, the City’s budget,
future major capital and infrastructure initiatives (along with their proposed funding mechanisms),
current revenue sources, utilities information and future budget challenges. The RFP describes
the Plan project, the required scope of services, the consultant selection process, and the
minimum information that must be included in the RFP Response.
A. Background
Tukwila was incorporated as a city in 1908 and encompasses 9.7 square miles. It is a Mayor-
Council form of government, administered by a full-time independently elected Mayor, a seven-
member City Council, and a City Administrator. The November 2024 General Election will include
the election/re-election of up to four potential City Council positions as well as the Mayor.
The city continues to grow and flourish as a center of commerce for South King County. As the
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crossroad of two interstate highways – I-5 and I-405 – and within five minutes of an international
airport, Tukwila is a local leader in retail/commercial sales, warehousing, and distribution of goods
and manufacturing. The city has the largest retail mall in the pacific northwest: Southcenter Mall.
While over 22,000 people reside in the city- the 18th largest city in King County- daytime population
swells to 150,000 to 170,000 to work, shop and recreate. This creates unique demands and
service challenges for the City.
Nestled in the hills surrounding the major commerce corridors are quiet residential
neighborhoods. Police, fire, schools, libraries and other vital services engage with residents to
provide a desirable quality of life. Residents of the City enjoy small-town warmth, involvement
and caring, while having the benefits of quality services and goods associated with larger cities.
The City of Tukwila includes both single- and multi-family residences, heavy and light
manufacturing, and service-oriented companies, as well as the Northwest's largest concentration
of retail businesses. The City prides itself on its well-established economic base, relatively low
debt burden, and strong financial management.
The City is a full-service city with 9 departments including Police, Parks and Recreation, Public
Works, Community Development, Municipal Court, Administrative Services, Finance, Mayor, and
City Council. Fire services are currently contracted out to the Puget Sound Regional Fire Authority
(“RFA”) with plans to ask voters to approve an annexation to the RFA effective January 1, 2024.
The City currently has 294 full-time regular employees, where approximately 85% are represented
(union) employees, as well as seasonal and part-time employees.
Other taxing authorities with jurisdiction within the City of Tukwila, include Valley View Sewer
District, Water District #125, Tukwila School District, Highline School District, Tukwila Pool
Metropolitan Park District, to name a few.
B. City Budget
The City has a 2-year operating budget and 6-year Capital Improvement Program budget. The
City’s 2023-2024 adopted general fund budget is as follows:
The City’s adopted Capital Improvement Program (CIP) budget for the 2023-2028 cycle totals over
$221 million in capital projects, with $141 million in general government projects. Almost all of the
funding for the general government projects comes from dedicated revenue sources including
impact fees, grants, LGTO debt, and real estate excise tax.
2023 2024 Total
Personnel 38,419,625$ 41,069,075$ 79,488,700$
Supplies & Services 14,412,259 13,214,225 27,626,484
Intergovernmental 16,798,306 17,623,796 34,422,102
Capital 420,000 320,000 740,000
Transfers for Debt Service 4,749,828 4,206,345 8,956,173
Other Transfers Out 956,250 1,559,000 2,515,250
Total 75,756,268$ 77,992,441$ 153,748,709$
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As part of the City’s 2023-2024 budget, the City is beginning a full facilities study that will include
capital needs as well as significant maintenance costs that will inform future budgets. The timeline
for completing this study is expected to fit within the timeline for this project.
Additionally, a Business and Occupation (B&O) tax was added as a new revenue source effective
January 1, 2024. This new revenue stream is expected to bring in $3 million in new revenue each
year.
The 2023-2024 biennial budget is considered a “bridge budget’ in that the City is using one-time
sources to fund ongoing operations. The decision was made to allow the use of one-time funds
during this biennium only until voters either approve or reject a full annexation to the RFA. If the
vote for annexation is positive, levy capacity with property taxes will be gained and could be a tool
for funding currently reduced levels of service, should the City Council want to maintain service
levels. If the ballot measure does not pass, then the City will be faced with very difficult decisions
as revenues are not keeping up with the cost of providing current levels of services.
C. FUTURE CHALLENGES
The City has had a financial structural imbalance for several years with costs escalating faster
than revenues and a continued desire to maintain, and even increase service levels. Expenditure
budgets are still lower than pre-pandemic levels and all departments have need for additional staff.
As previously mentioned, the City did implement a new revenue source, a B&O tax. When this
tax was implemented, the City did not lower the business license fee. One challenge that the City
has been tasked with is determining a fair mix of taxes for businesses with a possible outcome of
lowering the business license fee for those businesses that will be paying the B&O tax.
In addition to operational challenges, there is lack of adequate funding for infrastructure
maintenance and several city facilities need to be either replaced or significantly upgraded.
The Streamlined Sales and Use Tax Agreement (SSUTA) of 2008 allows Washington State to
cooperate with multiple states and the business community to create a more uniform sales and
use tax structure. Under SSUTA, sales tax sourcing changed from being based on origin of sales
to being based on destination of goods purchased. In 2000, sales tax revenues of $18.5 million
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were the largest revenue source for Tukwila, generally over 40% of total revenue. In 2012, sales
tax of $15.0 million accounts for 23% of total revenues. The State established a mitigation fund to
compensate localities that lost revenue from implementation of SSUTA, but it does not
compensate for 100% of the loss and will disappear entirely in 2026. Since 2009 the City has
received about $1.2 million in compensation for lost sales tax revenues, which – prior to SSUTA –
would range from a high of $19.4 million in 2007 to a low of $14.4 million in 2009.
A Metropolitan Park District exists within the City of Tukwila but it is structured to only provide
services to a pool, not other parks and recreation functions, and activities as allowable under State
law. The Tukwila Pool Metropolitan Park District has begun a feasibility study process to explore
potential improvements to the 1960’s era community pool as well as developing a destination
aquatics facility in the Southcenter mall area. However, the MPD leadership have indicated they
will only support using a small portion of their taxing authority, $.015 per thousand.
The City is also planning the final phase of the Public Safety Plan that voters approved in 2016.
The full plan provided funding to replace two aging fire stations, build a justice center to house
both the police and the municipal court, and locate all Public Works staff on a central site. All
projects with the exception of the final phase of the Public Works Shops has now been completed.
However, the final phase includes the construction of a facility to house the utilities’ function.
Current estimates are up to $85 million to complete and a funding source will need to be identified.
Median income in Tukwila is lower than surrounding cities, making it hard to increase fees for
services without negatively impacting residents.
The City of Tukwila owns and operates an 18-hole PGA-rated golf course that encompasses 77
acres of green space, a pro shop, restaurant and banquet space and maintenance facility. The
City is in the process of renewing a multi-year concessionaire agreement for the restaurant/bar
and banquet space, which upon execution will take effect July 1, 2023. While the golf course is
operated as an enterprise fund, revenues are insufficient to cover all maintenance, pro shop
services and capital costs. An annual General Fund contribution of $300,000 is presently relied
upon for financial sustainability. The City has retained the National Golf Foundation to engage in
a comprehensive business planning process that has just gotten underway.
D. SCHEDULE AND CRITICAL PATH
Planned kick-off for the Plan and Study early July 2023 with an expected completion date and final
presentation to City Council no later than April 1, 2024.
The City Council has placed a ballot measure before voters for August 1, 2023 to annex to the
Puget Sound Regional Fire Authority. The outcome of this vote will have significant impacts to
future budgets. Additionally, the City will have a new mayor in January of next year along with up
to four new council members.
2 SCOPE OF WORK
Subject to further discussion with the selected firm or firms, the City anticipates the scope will
include the following services:
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1) The Plan:
- Review City programs and services as well as existing program and service levels.
- Review City finances and forecasts, operating, and capital budgets.
- Review current and upcoming major capital improvement initiatives, ongoing CIP projects,
and infrastructure needs and incorporating into the review the facilities study.
- Meet with each department, review programs and services, annual expenditures, and
revenues generated by each department and review established ranking of City programs.
- Analyze historical usage data and projecting future usage based on population and
employment projections.
- Develop and facilitate an advisory committee process with employees, labor partners, city
advisory board/commission members, business representatives and community members to
share initial menu of budget strategies and solicit feedback on the proposed Comprehensive
Financial Sustainability Plan.
- Develop a comprehensive set of fiscal sustainability strategies, including pros and cons to
address the financial challenges that the City may/will face in the future with a focus on both
the short-term (2-5 years) and long-range (6-10 years). This would include ways to fund
services and projects over a multi-hear horizon. It should include options including new
revenues, expenditure reductions, and expenditure transfers. The fiscal sustainability
strategies would be prioritized and include a definition of each strategy, the fiscal benefit of
each strategy, and an outline of the implementation steps, challenges, or ease of
implementation. As part of this process, it will be critical to identify what services the City is
legally required to provide, those that are operationally necessary such as human resources
and finance functions.
- Define a process for City Council to review, consider, and accept the Plan and the selected
firm’s final report.
- Present findings to the City Council and Tukwila Community.
- Provide a calendar that outlines the steps in the process proposed by the selected firm that
meets the City’s objective of having the final City Council review of the report and budget
strategies by April 2024.
2) The Study:
- Analyze the City's water supply and demand data to determine the appropriate rates for
the water fund.
- Analyze the City's sewer and surface water data to determine the appropriate rates for
the sewer and surface water funds.
- Create a 30-year rate model in the form of a flexible spreadsheet that can be adjusted
over time.
- Develop a report summarizing the findings of the study and providing recommendations
for rate adjustments, subject to differing bond requirements.
- Develop options to adjust funding as service levels change and grow.
- Include periodic check ins with City Council and include workshops, if necessary.
3. PROPOSAL REQUIREMENTS
A. Proposal Response
In developing a response to this request for proposals, proposers should be concise, limiting their
response to the specific questions and requirements set forth herein. The proposal should
respond to each question or requirement below in consecutive order, as follows:
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a. Transmittal letter
The proposal must include a transmittal letter signed by a person within the firm who is authorized
to bind the firm, preferably a lead consultant. RFP responses with unsigned transmittal letters will
be rejected. The transmittal letter must include a representation by the proposer that, except as
disclosed in the proposal, no officer or employee of the proposer is directly or indirectly a part to
or in any other manner interested financially or otherwise in this RPF.
b. Executive Summary and Understanding of Required Services
An overview of the proposal (including the firm’s relevant experience), a summary of the proposer’s
understanding about the requested scope of services, and its approach to providing these
services. Include high-level approach to stakeholder engagement.
c. Description of Proposer’s Firm
A brief description of the firm’s background, size, office locations in Washington, and history as it
may be relevant to the services required.
Describe experience providing municipal advisory services for other public agencies and
authorities, with an emphasis on Washington jurisdictions and agencies and federal authorities,
any related projects, and studies on developing strategies to address budgetary and financial
challenges and utility rate studies.
Describe experience working with advisory committees made up of multiple stakeholders in a
similar process with other public agencies and authorities.
d. Proposer’s Personnel
List all professional staff that will be assigned to the engagement and the area(s) of specialization
for each person. Describe the role each person who will be assigned to the engagement.
Identify the lead consultant who will be the primary contact in providing services to the City, and
who will be listed as a “key person” in any agreement with the City.
In an appendix, include professional biographies for all professionals who will be assigned to
provide services in the proposal.
e. Fees and Charges
Provide the proposed fees for providing the services to complete this assignment. The proposal
must state an “hourly” fee structure for the services contemplated and pricing for each of the major
tasks outlined under the “Anticipated Scope of Work” section of this RFP. Provide the hourly rates
to be billed for work performed and describe how customary reimbursable expenses will be
charged, including attendance at meetings.
f. References
Please provide at least three (3) client references for whom your firm has performed similar work
to that requested in this RFP during the past five (5) years. For each client, provide the name,
street address, telephone number, and email address.
g. Completed Reports
Please provide two (2) completed reports that your firm has previously developed for cities,
58
counties, or local government agencies that are comparable to the project outlined in this RFP.
4. EVALUATION CRITERIA AND CONSULTANT SELECTION
The selection of a Consultant will be based on qualifications to perform the requested services
and successful negotiation of an agreement. The Consultant’s response to this RFP and
subsequent interview, if necessary, will be utilized to select the firm or team of firms most qualified
for this project.
The City expects to assess the proposals based on evaluation criteria including the following,
which are not necessarily listed in order of importance:
1. Quality of proposal and responses to specific questions included in this RFP.
2. Experience on similar fiscal analyses and reports for local government agencies in
Washington.
3. Recommended implementation framework and process, including success of prior clients in
implementing similar recommendations.
4. Experience successfully working with community and business stakeholders on a similar
project.
5. Relevant qualifications of key personnel assigned to this project.
6. Accessibility of key personnel to the City’s staff during the project.
7. Understanding of the City’s objectives.
8. Reasonableness of fees and cost proposal.
The City will select a municipal advisory firm based upon the responding firms’ qualifications and
experience, together with its responses to the requests for information set forth above. It should
be noted that none of these factors in and of themselves are determinative, and the City reserves
the right to select one or more firms on any basis that are in the best interests of the City. The
City may contact firms in response to questions raised in their proposals and the City reserves the
right to cancel this solicitation without selecting any firms as well as selecting more than one
independent firm to engage in the requested work.
After the submittals are evaluated, the City, at its sole discretion, may elect to interview all, some,
or none of the proposers. The interview will help clarify each proposal and the approach and
qualifications for the project. Proposers may be asked to submit additional documentation at or
after the interview stage. Based upon the interview and evaluation of the proposals, the top-ranked
firm(s) will be recommended to the City Council. In addition, the City reserves the right to select
(a) proposal(s) without conducting interviews or abandon this RFP.
5. CONDITIONS OF PROPOSAL ACCEPTANCE
This RFP is not an offer by the City to contract and does not commit the City to award a contract,
to pay any costs incurred in the preparation of a proposal for this RFP, or to procure or contract
for any services. The City reserves the right to waive any irregularities or informalities contained
with the RFP, and/or reject any or all proposals received as a result of this request; negotiate with
any qualified source(s) or to cancel the RFP in part or whole. All proposals and material submitted
will become the property of the City of Tukwila and public records, and will not be deemed
confidential or proprietary.
The City of Tukwila reserves the right to award in whole or in partw when such action serves the
best interest of the City. The City and Consultant(s) may agree to add additional work to the
59
agreement by mutual agreement at a later date. The City may elect to stop work at any time in the
contract and will pay for work completed to that point on a time and material basis.
Potential proposers are advised to become familiar with all conditions, instructions, and
specifications of this RFP, including the City’s standard Consultant Services Agreement. By
submitting a proposal, Consultant represents and warrants that it has thoroughly examined and is
familiar with work required under this RFP, that Consultant has conducted such additional
investigation as it deems necessary and convenient, that Consultant is capable of providing the
services requested by the City in a manner that meets the City’s objectives and specifications as
outlined in this RFP, and that Consultant(s) has(ve) reviewed and inspected all materials submitted
in response to this RFP. If and once the Consultant(s) has(ve) been selected, a failure to have
read the conditions, instructions, and specifications herein shall not be cause to alter the contract
or for Consultant(s) to request additional compensation.
6. CITY REQUIREMENTS
If your firm is selected for this work, you will be required to maintain insurance including workers
compensation insurance, and liability insurance in the amount of $2,000,000, with City required
endorsements.
Non-Discrimination Requirement
By submitting a proposal, the Consultant represents that it and its subsidiaries do not and will not
discriminate against any employee or applicant for employment on the basis of race, religion, sex,
color, national origin, sexual orientation, ancestry, marital status, physical condition, pregnancy or
pregnancy-related conditions, political affiliations or opinion, age, or medical condition.
7. AGREEMENT
If a proposal is accepted, the consultant is required to enter into a contractual agreement with the
City.
8. OFFICIAL CONTACT AND PROPOSAL SUBMISSION ADDRESS
Upon release of this RFP, all communications concerning the RFP should be directed to the City’s
Finance Director listed below. Unauthorized contact regarding this RFP with any other City
employees may result in disqualification. Any oral communications will be considered unofficial
and non-binding on the City. Any questions received, along with responses, will be posted on the
City’s website. consultant(s) should rely only on written statements issued by the Finance Director.
The City’s Finance Director is:
Name: Vicky Carlsen
Address: 6200 Southcenter Blvd, Tukwila, WA 98188
E-mail: vicky.carlsen@Tukwilawa.gov
Phone: 206.433.1839
Proposals must be received at the following address by no later than 5:00 pm PDT on June
2, 2023. Respondents must submit their proposal via one (1) electronic copy (either flash
drive or email attachment less than 50 mb) to:
City of Tukwila
Attn: Vicky Carlsen, Finance Director
60
6200 Southcenter Blvd
Tukwila, WA 98033
Vicky.carlsen@tukwilawa.gov
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9. OTHER:
Withdrawal of Proposals
Proposals may be withdrawn at any time prior to the submission time specified in this RFP,
provided notification is received in writing. Proposals cannot be changed or withdrawn after the
time designated for receipt.
Rejection of Proposals – Waiver of Informalities or Irregularities
The City reserves the right to reject any or all proposals, to waive any minor informalities or
irregularities contained in any proposal, and to accept any proposal deemed to be in the best
interest of the City.
Proposal Validity Period
Submission of the proposal will signify the Consultant’s agreement that its proposal and the
content thereof are valid for 180 days following the submission deadline and will become part of
the contract that is negotiated between the City and the successful consultant r.
City License
The consultant awarded said contract will be required to purchase a City Business License.
Public Disclosure Notice
Under Washington State law, the documents (including but not limited to written, printed,
graphic, electronic, photographic or voice mail materials and/or transcriptions, recordings, or
reproductions thereof) submitted in response to this request for proposals (the “documents”)
become a public record upon submission to the City, subject to mandatory disclosure upon
request by any person, unless the documents are exempted from public disclosure by a specific
provision of law.
Documents identified as confidential or proprietary will not be treated as such if public disclosure
laws take precedence.
If the City receives a request for inspection or copying of any documents provided by a
consultant marked as confidential in response to this RFP, it will promptly notify the consultant
at the address given in response to this RFP that it has received such a request. Such notice
will inform the consultant of the date the City intends to disclose the documents requested and
affording the consultant a reasonable opportunity to obtain a court order prohibiting or
conditioning the release of the documents. The City assumes no contractual obligation to
enforce any exemption.
Any information contained in the proposal that the consultant desires to claim as proprietary or
confidential, and exempt from disclosure must be clearly designated, including identifying the
page and particular exception(s) from disclosure. The City will try to respect all material identified
by the Supplier as being Proprietary or Confidential, but requests that consultants be highly
selective of what they mark as Confidential. The City will make a decision predicated upon
applicable laws and can choose to disclose information despite its being marked as confidential
or proprietary.
Marking the entire proposal as proprietary or confidential, and therefore, exempt from disclosure
will NOT be accepted or honored and may result in disclosure of the entire proposal or
disqualification of the proposal solely at the discretion of the City.
Documents identified as confidential or proprietary will not be treated as such if public disclosure
laws take precedence, the information is publicly available, the information is already in the City’s
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possession, the information is obtained from third parties without restrictions on disclosure or
the information was independently developed without reference to the Confidential information.
Contract Award and Execution
The City reserves the right to make an award without further discussion of the proposal
submitted. Therefore, the proposal should be initially submitted on the most favorable
terms the consultants can offer. It is understood that the proposal will become a part of
the official file on this matter without obligation to the City.
The consultant(s) (s) selected as the apparently successful consultant will be expected
to enter into a negotiated contract with the City (“Negotiated Contract”).
The general conditions and specifications of this RFP as proposed by the City and the
successful consultant's response, as amended by agreements between the City and the
consultant, will become part of the Negotiated contract’s documents. Additionally, the City
will verify consultant representations that appear in the proposal. Failure of the
consultant's products to meet the mandatory specifications may result in elimination of
the consultant from competition or in contract cancellation or termination.
The consultant agrees that this RFP, the consultant's response to this RFP (proposal)
and a mutually agreed upon Statement of Work will be included as part of the executed
Negotiated Contract.
If the selected consultant fails to sign a Negotiated Contract with the City within five (5)
business days of delivery of the final contract, the City may elect to cancel the award and
award the contract to the next-highest-ranked consultant.
No cost chargeable to the proposed contract may be incurred before receipt of a fully
executed Negotiated Contract or unless otherwise agreed to in writing by both parties.
If mutually agreed upon terms cannot be negotiated, the City, at its sole discretion, may
terminate negotiations and begin contract negotiations with the next highest scored RFP
response.
Other Compliance Requirements
In addition to nondiscrimination and equal opportunity compliance requirements, the consultant
awarded a contract shall comply with federal, state, and local laws, statutes, and ordinances
aterrelative to the execution of the work. This requirement includes, but is not limited to,
protection of public and employee safety and health; environmental protection; waste reduction
and recycling; the protection of natural resources; permits; fees; taxes; and similar subjects.
Ownership of Documents
Any reports, studies, conclusions, and summaries prepared by the Proposer shall become the
property of the City.
Confidentiality of Information
All information and data furnished to the consultant by the City, and all other documents to
which the consultant's employees have access during the term of the contract, shall be treated
as confidential to the City. Any oral or written disclosure to unauthorized individuals is
prohibited.
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City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Finance and Governance Committee
FROM: Laurel Humphrey, Legislative Analyst
DATE: May 2, 2023
SUBJECT: City Council Rules of Procedure Update
ISSUE
Proposed revisions to City Council Rules of Procedure
DISCUSSION
The City Council adopted a comprehensive new Rules of Procedure in 2021 that incorporated various
sources of information regarding City Council operations into one updated policy document adopted by
resolution. The City Council at that time declared its intent to review the Rules on a biennial basis to
ensure alignment with state law, current processes, and best practices. A minor update was made in
2022 to incorporate a new state law allowing remote meeting attendance by Councilmembers.
Draft Rules of Procedure
The attached proposed draft incorporates amendments and new additions in a few different categories:
1. 2023 City Council Retreat Outcomes
The focus of the 2023 City Council Retreat held on 3/4/23 was on Council processes and
working agreements. The facilitator issued a report including recommendations for working
agreements, and the City Council convened a special work session on 3/13/23 to discuss
these. City Council input from that meeting was incorporated into this draft.
2. Clarification and/or alignment with current practice
Several amendments to existing language are included to provide clarity or expand on a
concept.
3. Continuing to incorporate 2013 City Council Operating Procedures
The City Council adopted a series of Operating Procedures in 2013. Staff’s goal has been to
replace that format by incorporating the content into the Rules of Procedure so that there is
one single source of information. This proposed update includes three more from that 2013
series, with just two remaining.
4. Minor housekeeping edits
There are only a few of these, such as replacing all instances of “full Council” with “entire
Council” as suggested by the City Attorney.
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INFORMATIONAL MEMO
Page 2
Consequences
The current Rules are silent on any consequences for an individual Councilmember who does not abide
to these agreed-upon standards. If the Committee would like to consider adding such language, the City
Attorney has some suggestions that can be added to the next version. Consequences in other cities have
included formal censure, removal of internal or external committee assignments, and more.
Council Meeting Follow-Up
At the March 13 retreat follow-up work session, the City Council discussed the need for assurance from
City Administration that there will be follow-up to public comment as well as certain Council requests.
Below is a summary of the current practice.
Public Comment follow-up
Members of the public often make comment that necessitates staff assistance either during or
following the meeting. Staff members are almost always onsite and will frequently walk out to the
lobby with the individual to provide information or advice on how the city may assist. Some public
comments require staff to gather information or coordinate with a staff member not in
attendance. In these cases, staff will connect with the commenter (if they left contact information
on the sign-in sheet) as soon as is possible following the meeting. Public comments requiring
follow-up are tracked by the Legislative Analyst in a log, where resolutions to comments are also
added as they become available. This document is used to help populate the “Responses to
Council/Community inquiries” section of the City Administrator Report that goes into Regular
Meeting packets. Information about resolution to Council comments is also often provided to
Councilmembers via email. Proposed Council Rule V(B)3 would require the Presiding Officer to
make comments about how meeting follow-up may occur.
Councilmember Inquiry Follow-Up
Councilmember requests for additional information are also tracked in the Council meeting
follow-up log maintained annually by the Legislative Analyst. This includes requests from
individual Councilmembers as well as significant items requested by a Council majority. Responses
to these items are given in the City Administrator report, via email, at a future meeting, or
sometimes a combination of these methods.
RECOMMENDATION
Staff is seeking Committee feedback on the draft updated Rules. The Committee may want to review the
next version or choose to forward the next version to the Committee of the Whole.
ATTACHMENTS
Draft Rules of Procedure
Table of Amendments
Policies Proposed for Replacement
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Rules of Procedure of the Tukwila City Council
Introduction
The Rules of Procedure set forth herein are adopted for the sole benefit of the members
of the City Council to assist in the orderly conduct of Council business. These Rules of
Procedure do not grant rights or privileges to members of the public or third parties.
Failure of the City Council to adhere to these rules shall not result in any liability to the
City, its officers, agents, and employees, nor shall failure to adhere to these rules result
in invalidation of any Council act.
I. City Council Powers and Duties
A. City Council Authority
1. As the legislative branch of city government, the City Council is responsible
for passing laws, setting the municipal budget, establishing policy, and other
responsibilities defined by state law.
2. Decisions are made as a collective body and no individual member has any
extraordinary powers beyond those of other members, except as described
in Section I.B.
3. Members of the Council shall refrain from becoming directly involved in the
administrative affairs of the City, including intervening in staff decision-
making, scheduling or directing work, and executing priorities without the
prior knowledge and approval of the City Council as a whole.
4. The City Council has no policy direction over judicial matters and members
may not interfere with judicial processes or decisions.
B. Council President – Mayor Pro Tempore
1. At the first Regular Meeting in January of each year, members of the City
Council shall elect from their number a Council President who shall hold
office at the pleasure of the Council. The general practice is to elect
presidents in a rotating order by seniority, which is determined by the:
a. Greatest consecutive number of years served;
b. Greatest consecutive number of years plus months or years served
prior to the current term(s);
c. Number of votes when elected.
2. If the Councilmember who is next in line is unable to serve as Council
President, they will notify the City Council in writing by the last Regular
Meeting of the previous year. If this opt-out request is approved by the City
Council, service will fall to the next Councilmember in the order of seniority.
The Councilmember whose opt-out was accepted by the City Council will
remain at the top of the rotation with the opportunity to serve as Council
President the following year.
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3. In the absence of the Mayor, the Council President shall become the Mayor
Pro Tempore and perform the duties of the Mayor except that the Council
President shall not have the power to appoint or remove any officer or to
veto any ordinance.
4. If a vacancy occurs in the office of Council President, the City Council, at
their next Regular Meeting, shall select a new Council President to serve
the remainder of the year.
5. If a vacancy occurs in the office of the Mayor, the City Council, at their next
Regular Meeting, shall elect from their number a Mayor who shall serve until
a Mayor is elected and certified at the next municipal election.
C. Working Relationship with City Administration
1. Councilmembers should approach work with a collaborative spirit,
assuming that city staff also want a successful outcome toward what is best
for the City of Tukwila.
2. Councilmembers should communicate with staff in a respectful tone that
acknowledges their professionalism, experience, and expertise.
3. If a Councilmember has a concern with staff behavior or something a staff
member says in any setting, they will address that concern to the Mayor and
City Administrator.
D. Requests for Administration Staff Assistance
1. Requests for staff time in the form of assistance or a work product should
be made through appropriate channels, which are determined based upon
the nature of the request.
2. Requests for staff time are either minimal, with limited impact, or
significant, affecting schedules, work assignments, or staffing levels.
3. No Councilmember shall request or direct staff to initiate any significant
action, project or study without the consent of a majority of the Council
obtained during a Committee of the Whole or Regular or Special Meeting.
4. The City Council should consider existing City priorities, budget and staffing
levels when deliberating such a request. If approved by the full Council, the
request will be noted on an appropriate committee work plan.
5. Regardless of the level of staff assistance, written information provided by
staff should be distributed to all Councilmembers.
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II. City Council Meetings
A. Regular Meetings
1. The City Council shall meet regularly on the first and third Mondays of each
month, except those designated as City holidays, at 7:00 p.m. unless an
alternative starting time is set and notice is provided to the public.
2. Regular Meetings will be held at Tukwila City Hall, 6200 Southcenter
Boulevard, unless otherwise publicly noticed.
3. During Regular Meetings the City Council may take formal actions including,
but not limited to, adopting ordinances or passing motions or resolutions.
B. Committee of the Whole Meetings
1. The City Council shall meet as a Committee of the Whole on the second
and fourth Mondays of each month, except those designated as City
holidays, at 7:00 p.m. unless an alternate starting time is set and notice is
provided to the public.
2. The Committee of the Whole shall meet at Tukwila City Hall, 6200
Southcenter Boulevard, unless otherwise publicly noticed
3. Meetings of the Committee of the Whole shall be held primarily to consider
current issues, discuss policy matters in detail, and coordinate the work of
the City Council. The Committee of the Whole will have no power to take
final actions including, but not limited to, adopting ordinances or passing
motions or resolutions.
C. Special Meetings
Special meetings may be called by the Mayor, Council President, or any
three Councilmembers by delivering written notice personally, by mail, by
fax, or by electronic mail to each member of the Council at least 24 hours
before the time specified for the proposed meeting and with public notice
made pursuant to RCW 42.30.080.
D. Executive Sessions
1. The City Council may hold an Executive Session during a Regular Meeting,
Special Meeting, or Committee of the Whole to consider certain matters of
confidential concern as set forth in RCW 42.30.110.
2. Before convening an Executive Session, the Presiding Officer must publicly
announce the purpose and the time upon which the Executive Session will
be concluded. An Executive Session may be extended to a later time by
public announcement by the Presiding Officer.
3. Councilmembers must keep confidential all written materials and verbal
information provided during Executive Sessions. This prohibition continues
to apply after an individual no longer serves on the City Council.
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E. Retreats and Work Sessions
1. The full entire Council may meet periodically in a retreat or work session
setting as deemed appropriate by the Council President or a quorum of the
Council, respectively.
2. No final action will be taken at a retreat or work session.
3. Retreat and work session meetings are open to the public and subject to
the requirements of RCW 42.30.
F. Attendance
1. Councilmembers are expected to maintain reliable attendance at all types
of meetings described above.
2. Pursuant to RCW 35A.12.060, a City Council position shall be forfeited if
the Councilmember fails to attend three consecutive Regular Meetings
without being excused by the Council.
3. A Councilmember wishing to be excused from a Regular Meeting will
provide advance notice to the Council President or Legislative Analyst, who
will in turn notify the other members of the City Council in advance of the
meeting.
G. Councilmember Remote Attendance at Meetings
1. In the event of an emergency as declared by the City, State and/or Federal
government, the City Council may arrange for electronic participation at a
Regular Meeting, Committee of the Whole, Special Meeting, Executive
Session, retreat, standing committee meeting, or work session.
a. During a fully-remote meeting, Councilmembers may attend by phone
or other electronic means that allow all participants to hear one
another.
b. Fully-remote meetings are open to the public and arrangements must
be conducted such that the public can hear the meeting while it is
occurring, subject to the requirements of RCW 42.30.
2. In times of non-emergency, the City Council prefers and recognizes the
value of in-person attendance at meetings as integral to public service.
However, remote attendance by a Councilmember not physically able to be
present, whether for all or part of a meeting, is allowed subject to the
following provision:
a. Councilmembers may attend remotely a maximum of five Regular or
Committee of the Whole meetings per calendar year; provided the
Council may, by majority vote, allow a Councilmember to attend
additional meetings remotely in excess of five per year due to medical
or other factors beyond the individual’s control.
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b. A Councilmember planning to attend a meeting remotely should notify
the Legislative Analyst and/or Council President no later than two
hours prior to the meeting start time or 15 minutes prior to an
emergency meeting.
c. A Councilmember attending remotely will be marked present, counted
toward a quorum, and can vote just as if physically present.
d. If a Councilmember’s virtual connection should become lost during the
meeting, the meeting should continue unless quorum is no longer met.
A Councilmember’s loss of a virtual connection will not be counted
toward the maximum limit described in Section 2.a.
e. Councilmembers are expected to follow current pandemic quarantine
procedures as recommended by Public Health – Seattle & King
County. Remote attendance for this purpose will not be counted
toward the maximum limit described in Section 2.a.
III. Legislative Process
A. City Council Business
1. Matters to be considered by the Council shall be placed on a standing
committee, Committee of the Whole, or Regular Meeting agenda and
include items required by law to be presented to Council, items requested
by a majority of the Council, staff-initiated items in accordance with the
City’s strategic priorities and work plan, and items referred from previous
meetings.
2. As a general practice, legislative actions to come before the City Council for
a decision should appear first before a standing committee, then the
Committee of the Whole, then a Regular Meeting. Informational items not
requiring a decision may be scheduled with more flexibility as the situation
requires.
3. Items may be placed directly on the agenda of a Committee of the Whole
or a Regular Meeting when the items are approved by the Council
President, and the items are routine or in the event of an emergency.
B. Legislative Actions
1. Ordinances are legislative items used to regulate matters of local concern,
such as land use, animal control, local law enforcement and health and
safety issues. Ordinances must comply with the terms of the U.S. and
Washington State constitutions and the general laws of the City and State.
Many ordinances are classified as “codifiable,” meaning the ordinance will
be incorporated into the Tukwila Municipal Code, which makes the laws of
the City easily accessible by subject matter. Examples of non-codifiable
ordinances include the annual property tax levy and adoption of the budget.
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Public emergency ordinances may take effect immediately upon final
passage if passed by an affirmative vote of 5 Councilmembers.
2. Resolutions are legislative items that are advisory or policy-oriented in
nature. Resolutions may be used to offer support for ballot measures, set
hearing dates for a street vacation or update fee schedules. Resolutions
are not a part of the Tukwila Municipal Code. Resolutions are signed by the
Council President but are sometimes signed jointly with the Mayor, or
prepared for signature by all Councilmembers, particularly when ceremonial
or honorary in nature.
3. Motions are generally short statements to direct that a specific course of
action be taken on behalf of the City.
4. All proposed ordinances and resolutions shall be reviewed by the City
Attorney and bear the Attorney’s certification that they are in correct form
before final passage.
C. Meeting Agendas
1. The City Clerk shall be responsible for preparing agendas for Regular,
Special, and Committee of the Whole meetings, and presented in a timely
manner to the Council President or designee for approval. After the
proposed agenda has been approved, the City Clerk shall publish the final
agenda in accordance with the provisions of RCW 42.30.
2. The order of a Regular Meeting agenda shall be:
a. Call to Order
b. Pledge of Allegiance
c. Roll Call
d. Land Acknowledgement
e. Public Comments — Including comment on items both on and not on
the meeting agenda.
f. Appointments and Proclamations
g. Presentations — Items pertinent to the City but not relating to other
agenda business, including honoring of guests, special awards, or
speakers external to the City.
h. Consent Agenda — Items that are routine or non-controversial in
nature approved for inclusion by the Council President, Committee of
the Whole, or forwarded by unanimous Committee action. Any
Councilmember may request to remove an item from the Consent
Agenda and place under New Business for further discussion.
i. Public Hearings — May be required by City, State, or Federal law or
directed by the Council. Examples include but are not limited to Local
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Improvement Districts, zoning changes, biennial budget, annexation,
moratoria, and quasi-judicial decisions.
j. Unfinished Business — Items of a general nature, including resolutions
and ordinances previously before a standing committee, the
Committee of the Whole or full entire Council.
k. New Business — Items of a general nature, including resolutions and
ordinances not previously before a standing committee, the Committee
of the Whole or full entire Council
l. Reports — Brief summaries of significant City-related activities from
the Mayor, City Council, and City Administrator.
m. Miscellaneous — Significant City-related items that may need further
Council discussion, action, or City Administration follow-up.
n. Executive Session
o. Adjournment
3. The order of a Committee of a Whole meeting agenda shall be:
a. Call to Order
b. Pledge of Allegiance
c. Land Acknowledgment
d. Public Comments — including comment on items both on and not on
the meeting agenda.
e. Presentations
f. Public Hearings
g. Special Issues — Items referred from Council committees, referred at
a previous Council meeting, or approved for discussion by the Council
President.
h. Reports
i. Miscellaneous
j. Executive Session
k. Adjournment or Adjournment to a Special Meeting
4. The order of a Special Meeting agenda follows the same order of Regular
Meetings based on what items need to be addressed. The City Council
may not take action on anything not listed on a Special Meeting agenda.
IV. Meeting Conduct
A. Presiding Officer
1. All Regular and Special Meetings of the City Council shall be presided over
by the Mayor or, in the Mayor’s absence, by the Mayor Pro Tempore.
2. If neither the Mayor nor the Mayor Pro Tempore is present at a Regular or
Special Meeting, the Presiding Officer for that meeting shall be appointed
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by a majority vote of those Councilmembers present, provided there is a
quorum, and the appointment of a Councilmember as Mayor Pro Tempore
shall not abridge their right to vote on matters before the Council.
3. All Committee of the Whole meetings shall be presided over by the Council
President. If the Council President is temporarily absent, the immediate
Past President will serve in that capacity until the Council President returns.
Council shall elect a Councilmember to serve in that capacity until the
Council President returns.
4. The Presiding Officer shall preserve strict order and decorum, state all
questions coming before the Council, provide opportunity for discussion on
each item on the table, and announce the decision of the Council on all
subjects. Procedural decisions made by the Presiding Officer may be
overruled by a majority vote of the Council.
B. Parliamentary Procedure
Questions of parliamentary procedure not covered by these Rules of
Procedure shall be governed by Robert'’s Rules of Order, Newly Revised
(latest edition).
C. Quorum
1. At all meetings of the City Council, four members shall constitute a quorum
for the transaction of business.
2. Confirmations of appointments by the Mayor, budget transfers, personnel
levels, and formal motions, resolutions, ordinances, and amendments
thereto shall require the affirmative votes of four Councilmembers.
D. Seating
Members of the City Council will be seated at the Council dais in order of
seniority, except that the Council President will be seated in the center
during Committee of the Whole meetings and at the right of the Mayor
during Regular and Special Meetings.
E. General Meeting Decorum
1. While the City Council is in session, the members must preserve order and
decorum and a member shall neither delay nor interrupt the proceedings or
the peace of the Council, nor disrupt any member that has the floor.
2. Meeting participants should focus on the meeting agenda and confine
remarks to the question or matter under discussion.
3. A Councilmember desiring to speak shall address the Presiding Officer and
when recognized shall confine their remarks to the question under debate.
4. Councilmembers shall not be interrupted unless it is to be called to order.
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5. No Councilmember shall speak a second time on the same item until each
Councilmember has been given an opportunity to speak.
6. Councilmembers should speak respectfully to one another, to staff, and to
members of the public.
7. Councilmembers should be attentive to speakers, minimizing distractions
and refraining from side conversations.
8. Councilmembers should keep remarks brief, relevant, and nonduplicative.
9. Toward the goal of effective and efficient meetings, Councilmembers should
arrive prepared, having reviewed materials in advance of the meeting.
Clarifying questions may be directed to the City Administrator in advance of
the meeting to allow for staff preparation.
F. Motions, Debate, and Voting at Regular or Special Meetings
1. Prior to discussion of an action item, a Councilmember must make a motion,
which must be seconded by another Councilmember, to place it on the
table, except those motions described in subparagraph 3 below, which do
not require a second.
2. Motions are generally encouraged to be made by a Committee Chair and
seconded by a Committee member for those action items previously
discussed in standing committees.
3. Motions not requiring a second include nominations, withdrawal of a motion,
request for a roll call vote, and point of order.
4. After a motion has been made and seconded (if required), Councilmembers
may discuss their opinions on the issue prior to the vote, including why they
will vote for or against the motion.
5. Councilmembers may request a presentation or ask clarifying questions of
staff prior to beginning debate.
6. If a resolution or ordinance, the City Clerk may read the item by title only or,
if requested by any Councilmember, the document may be read in its
entirety.
7. A motion may be withdrawn by the maker of the motion at any time.
8. A motion to amend is defined as amending a motion that is on the floor and
has been seconded, by inserting or adding, striking out, striking out and
inserting, or substituting.
9. A motion to call for the question shall close debate on the main motion and
is nondebatable. This motion requires a second and fails without a two-
thirds majority. Debate is reopened if the motion fails.
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10. Motions shall be entertained in the order of precedence outlined in the
current edition of Robert’s Rules of Order Newly Revised (latest edition).
11. The Regular or Special Meeting Consent Agenda is adopted by a single
motion.
12. When the discussion is concluded, the Presiding Officer shall repeat the
motion prior to voting.
13. Unless otherwise provided for by statute, ordinance, or resolution, votes will
be taken by voice, unless a roll call vote is requested by the Presiding
Officer or any Councilmember. Voting normally shall be by seniority;
however, this procedure may be changed by the Presiding Officer.
14. Each member present must vote on all questions before the Council and
may abstain only by reason of conflict of interest.
15. Silence of a Councilmember during a voice vote shall be recorded as an
affirmative vote except where such a Councilmember abstains because of
a stated conflict of interest.
16. No vote may be cast by proxy.
17. The City Council votes on the motion as restated and the Presiding Officer
will state the results of the vote.
18. In case of a tie vote on any motion, the motion fails subject to conditions
outlined in RCW 35A.12.100.
19. In cases where there seems to be no opposition, or on questions of little
importance, the Presiding Officer may seek approval by unanimous
consent.
20. When the Council concurs with an item that does not require a formal
motion, the Presiding Officer will summarize the Council’s consensus at the
conclusion of the discussion.
G. Questions of Order
All questions of order shall be decided by the Presiding Officer with the right
of appeal to the majority of Councilmembers present.
H. Adjournments
1. All meetings of the Council shall adjourn no later than 10:00 p.m., unless
extended by majority approval of the Councilmembers present. If the
Council desires to extend the meeting, a motion shall be required of a
majority plus one vote or consensus of Councilmembers present. Items not
acted on by the 10:00 p.m. deadline shall be deferred to the next respective
Council meeting as Unfinished Business, unless Council, by a majority vote
or consensus of members present, determines otherwise.
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2. Any Committee of the Whole, Regular, adjourned Regular, Special, or
adjourned Special Meeting may be adjourned in the manner as set forth in
RCW 42.30.090.
V. Public Participation
A. Public Hearings: The following procedures shall apply to public hearings,
except public hearings subject to Tukwila Municipal Code Chapters 18.104 through
18.116, which shall be subject to the procedures specified therein.
1. City staff will provide a report summarizing and providing context to the
issue at hand.
2. The proponent shall speak first and is allowed 15 minutes to make a
presentation. The Council may ask questions.
3. The opponent is allowed 15 minutes to make a presentation. The Council
may ask questions.
4. Each side is then allowed 5 minutes for rebuttal.
5. After the proponents and opponents have used their speaking time, the
Council may ask further clarifying questions of the speakers.
6. Members of the public who wish to address the Council on the hearing topic
may speak for 5 minutes each.
7. Speakers are asked to sign in on forms provided by the City Clerk.
8. The Council may ask clarifying questions of speakers and the speakers may
respond.
9. Speakers should address their comments to the City Council.
10. If a large number of people wish to speak to the issue, the Council may limit
the total amount of comment time dedicated to the Public Hearing.
11. Once the Presiding Officer closes the public hearing, no further comments
will be accepted, and the issue is open for Councilmember discussion.
12. Any hearing being held or ordered to be held by the City Council may be
continued in the manner as set forth by RCW 42.30.100.
B. Public Comment
1. Time is set aside at each Committee of the Whole and Regular Meeting for
members of the public to address the Council about items both included and
not included on the agenda.
2. Public comment is to allow members of the community to provide input to
the City Council and should not interfere with the ability of the City Council
to conduct its business. It is just one of many ways to engage with
Councilmembers.
3. The Presiding Officer will open the public comment period by explaining
how to sign up as well as how any necessary follow-up may occur.
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The City Council will also accept public comment on an item at the point when
that item is presented during the meeting agenda. Speakers will be limited to
commenting once per item during a meeting.
4. Speakers are asked to sign in on forms provided by the City Clerk.
5. Speakers must wait to be recognized by the Presiding Officer.
6. Speakers are requested to first state their name for the record.
7. Speakers should limit their remarks to 5 minutes or less, unless granted
additional time by the Presiding Officer or majority of the Council.
8. All remarks should be addressed to the Council as a whole and not to
individual Councilmembers, City staff, or members of the audience.
9. No speaker may donate speaking time to another individual.
10. If a large number of people wish to speak to a particular issue, the Council
may limit the total amount of comment time dedicated to that issue.
11. Comments should not be taken on items subject to quasi-judicial
consideration unless it is during a specified public hearing.
12. Written comments may be submitted to the City Clerk or designee for
distribution to the City Council. If seven copies are not provided by the
submitter, copies will be distributed to the City Council by the next day.
13. The Council has the right to invite anyone to speak at times other than the
public comment period, which is done by consensus, unanimous consent
or majority vote.
14. In general, Councilmembers should refrain from engaging in dialogue with
commenters, but exceptions can be made to briefly request clarifying
information only.
15. Councilmembers should not call on staff to give answers to public
commenters on the spot.
16. The Presiding Officer will thank each speaker in turn.
C. Disruptions
1. Disruptions of a Council meeting are prohibited and include but are not
limited to the following:
a. Failure of a speaker to comply with the allotted public comment time.
b. Outbursts from members of the public who have not been recognized
by the Presiding Officer.
c. Interfering with other individuals desiring to provide public comment.
d. Behavior that intentionally disrupts or impedes attendance or
participation at a meeting.
2. If an individual is disruptive, the Presiding Officer may terminate that
individual’s comment period, request assistance to direct an individual to
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their seat or, in extreme cases, request assistance in removing the individual
from the meeting room.
3. If a meeting has become disrupted to the point of a failure of resuming
business, the Presiding Officer should call for a motion to recess.
4. If order cannot be restored, the City Council may order the meeting room
cleared and continue in session or may adjourn the meeting and reconvene
at another location selected by majority vote of the members pursuant to
RCW 42.30.050. Members of the press, except those participating in the
disturbance, are allowed to attend, and final disposition may be taken only
on matters appearing on the agenda.
VI. City Council Committees
A. Standing Committees
1. The City Council may choose to implement a framework of standing
Committees, comprising three Councilmembers each, to aid in the
transaction of its business.
2. The standing Committee titles, scopes of authority, and schedule will be
adopted by resolution in January of each year.
3. The scopes of the standing Committees will be balanced in accordance with
the City’s workload.
4. The Council President shall appoint the chair and membership of each
Committee by the second Regular Meeting of each year.
5. The standing Committees shall consider and make policy recommendations
to the City Council. Committees may at times refer items to the full entire
Council with no recommendation.
6. Each Committee Chair shall report to the Council the findings of the
committee.
7. Each Committee Chair may review and approve the Committee agenda and
will approve Committee minutes before distribution. The Committee Chair
can authorize the cancellation of a Committee meeting.
8. In the event a Committee member is unable to attend a meeting, another
Councilmember may attend in the absent member’s place. If no replacement
can be found, the meeting may still take place with two members.
9. Public comment is typically not accepted at Council committee meetings, but
the Chair may make an exception in rare circumstances.
B. Ad Hoc Committees
The City Council may establish such ad hoc committees as may be
appropriate to consider special matters that do not readily fit the standing
committee structure or that require a special approach or emphasis.
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VII. Council Vacancies
A. Vacancy
A Council position becomes vacant upon the resignation, recall, forfeiture of
position, or death of a Councilmember. The remaining members of the
governing body shall appoint a qualified person to fill the vacant position.
B. Resignation
1. A written resignation including an effective date must be submitted to the
City Council in writing.
2. The City Council accepts a resignation by a motion and vote.
C. Appointment
If a vacancy occurs in the office of Councilmember, the Council will follow
the procedures outlined in RCW 35A.12.050. To fill the vacancy with the
most qualified person available until an election is held, the Council will
widely distribute and publish a notice of the vacancy, the procedure, and any
application form for applying. The application forms will be used in
conjunction with an interview of each candidate to aid the Council selection
of the new Councilmember.
VIII. Public Records Compliance Other Responsibilities
A. Public Records Act Compliance
1. Each Councilmember is responsible for complying with RCW 42.56, laws
that govern public records.
2. Paper and electronic records that relate to the functional responsibility of the
recipient or sender as a public official constitute a public record, which is
subject to public inspection in accordance with RCW 42.56.
3. Councilmembers should send and receive messages related to City
business through the City’s email system
4. Emails and/or text messages transmitted through personal accounts and
devices are public records and must be retained accordingly.
5. Councilmembers shall not communicate in any electronic format with
another Councilmember during a Council meeting.
6.5. Social media posts are a public record. Wherever possible, posting should
contain links directing users back to the City’s official website for in-depth
information, forms, documents, or online services necessary to conduct
official City business.
7.6. Public records created or received by a Councilmember will be transferred
to the Legislative Analyst for retention by the City in accordance with
retention requirements under state law.
8.7. Public records that are duplicates of those in the possession of City staff,
such as meeting agendas, are not required to be retained.
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B. Open Public Meetings Act Compliance
1. If a quorum of the City Council is anticipated at a community or regional
event or meeting, the Legislative Analyst or designee will evaluate the
circumstances to determine if a notice of attendance or Special Meeting is
needed.
2. For events not related to City business, four or more Councilmembers may
attend, but may not discuss City business.
3. For events related to City business where a notice of attendance or Special
Meeting has not been issued, three Councilmembers may attend. A fourth
arriving member will need to leave.
4. Councilmembers should not engage in email or text threads or other
communications involving a quorum of the Council.
5. Councilmembers should refrain from commenting on social media
conversations involving other Councilmembers.
6. Councilmembers shall silence cell phones and other electronic devices
during meetings. To maintain transparency and to ensure that all discussion
and deliberation occurs publicly on the record, Councilmembers shall not
communicate in any electronic format with another Councilmember during a
Council meeting.
C. Code of Ethics
1. Councilmembers must comply with the Code of Ethics for Elected Officials as
codified at Tukwila Municipal Code Chapter 2.97
2. Councilmembers shall not attempt to coerce or influence staff to engage in
any act that is in conflict with, or creates an appearance of conflict with, the
performance of official duties as cited in the City’s Code of Ethics for
Employees and Appointed Officials as codified at Tukwila Municipal Code
Chapter 2.95.
IX. Joining the City Council
A. Swearing-in
1. As provided for in RCW 29A.60.20, Councilmembers shall take an official
oath of office upon commencement of their term of office. The oath may be
given by the Mayor, City Clerk, or a judicial officer and will be recorded with
King County
a. Newly elected Councilmembers will take an oath of office at the first
Regular or Special Council meeting after the first of the year.
b. Newly appointed Councilmembers will take an oath of office at the first
Regular or Special Council meeting following their appointment.
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B. Orientation
1. New Councilmembers will be scheduled for orientation meetings with the
Mayor, City Administrator, Legislative Analyst, City Clerk, each Department
Director, and the City Attorney within 30 days of election or appointment.
2. New Councilmembers are expected to review the City of Tukwila
Councilmember Handbook, City Council Rules of Procedure, the Equity
Policy, the AWC Mayor and Councilmember Handbook, and other relevant
information.
C. Required Training
Councilmembers shall receive the training required by the State of
Washington on the fundamentals of the Open Public Meetings Act (OPMA),
Public Records Act (PRA), and records retention requirements per RCW
42.56.150.
D. General Training
Councilmembers are encouraged to attend training on the role of a City
Councilmember such as that which is offered by Association of Washington
Cities.
X. Councilmember Travel and Training
A. Purpose
1. Councilmembers are encouraged to be actively involved in city, county, state,
regional and national organizations for the benefit of the Tukwila community.
2. Councilmembers may travel and attend training, education sessions,
conferences, and meetings, and reasonable expenses will be reimbursed in
accordance with city procedures applicable to employees and officials,
subject to budgetary limit set by the full Council.
3. Councilmembers should report out on conferences and trainings attended.
B. Travel Budget
1. Budgets for City Council travel and training will be set during the biennial
budget adoption and adjusted through the annual budget amendment
process, if necessary.
2. All Councilmembers will have discretionary access to travel funds.
3. The entire Council, by majority, will make the final decision on use of funds
should issues arise.
C. Travel Expenses
1. Councilmembers should exercise prudent judgment in incurring travel
expenses on official city business.
2. Expenses eligible for reimbursement include standard (coach) airfare,
baggage fees, ground transportation, mileage, registration, lodging, and
meals (except alcohol).
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3. All receipts must be retained and submitted for processing in accordance with
current procedures established by the Finance Department.
4. Councilmembers may reserve a City vehicle for business travel when
available.
XI. Voucher Review
A. Purpose
1. Vouchers are the checks with which the City pays its bills. Before the entire
Council approves vouchers on the Consent Agenda at a Regular or Special
meeting, each transaction has gone through multiple layers of review, starting
with the individual staff person responsible for the payment, to supervisor,
and, if appropriate, the Department Director depending on dollar threshold.
Each transaction is then reviewed by designated Finance Department staff
for final authorization and issuance. These checks and balances help protect
the City and provide assurance that all claims presented for payment are
complete and in compliance with established budget and policies.
2. At the beginning of each year, the Legislative Analyst will create a schedule
rotating the task among all Councilmembers.
3. The obligation of the Councilmember providing the review is to gain a general
understanding of City expenditures and ensure alignment with city budget
and policies.
4. If the Councilmember has a concern about any expenditure and how it fits
with established budget and policies, they should request background
information or clarification from the Finance Director or designated staff. In
rare cases, the Councilmember may want to alert the full Council prior to
voucher approval.
5. The reviewing Councilmember should verbally attest to their review prior to
the City Council’s approval of vouchers on a Consent Agenda.
83
84
Attachment 1
Number Rule Description
I. City Council Powers and Duties
C. Working Relationship with City Administration
I(C) 1. Councilmembers should approach work with a collaborative spirit, assuming that city staff also want a successful outcome
toward what is best for the City of Tukwila.
2. Councilmembers should communicate with staff in a respectful tone that acknowledges their professionalism, experience,
and expertise.
3. If a Councilmember has a concern with staff behavior or something a staff member says in any setting, they will address that
concern to the Mayor and City Administrator.
New
Retreat outcome
D. Requests for Administration Staff Assistance
I(D) 1. Requests for staff time in the form of assistance or a work product should be made through appropriate channels, which are
determined based upon the nature of the request.
2. Requests for staff time are either minimal, with limited impact, or significant, affecting schedules, work assignments, or
staffing levels.
3. No Councilmember shall request or direct staff to initiate any significant action, project or study without the consent of a
majority of the Council obtained during a Committee of the Whole or Regular or Special Meeting.
4. The City Council should consider existing City priorities, budget and staffing levels when deliberating such a request. If
approved by the full Council, the request will be noted on an appropriate committee work plan.
5. Regardless of the level of staff assistance, written information provided by staff should be distributed to all Councilmembers.
New
Replaces existing CC-POL-02
II. City Council Meetings
D. Executive Sessions
II(D)3 Councilmembers must keep confidential all written materials and verbal information provided during Executive Sessions. This
prohibition continues to apply after an individual no longer serves on the City Council.
Amendment to further clarify legal
obligations.
III. Meeting Conduct
A. Presiding Officer
8
5
IV(A)3 All Committee of the Whole meetings shall be presided over by the Council President. If the Council President is temporarily absent,
the immediate Past President will serve in that capacity until the Council President returns. Council shall elect a Councilmember to
serve in that capacity until the Council President returns.
Amendment to simplify the
practice.
E. General Meeting Decorum
IV(E) 6. Councilmembers should speak respectfully to one another, to staff, and to members of the public.
7. Councilmembers should be attentive to speakers, minimizing distractions and refraining from side conversations.
8. Councilmembers should keep remarks brief, relevant, and nonduplicative.
9. Toward the goal of effective and efficient meetings, Councilmembers should arrive prepared, having reviewed materials in advance
of the meeting. Clarifying questions may be directed to the City Administrator in advance of the meeting to allow for staff
preparation.
New
Retreat outcome
H. Adjournments
IV(H)1 All meetings of the Council shall adjourn no later than 10:00 p.m., unless extended by majority approval of the Councilmembers present.
If the Council desires to extend the meeting, a motion shall be required of a majority plus one vote of Councilmembers present. Items
not acted on by the 10:00 p.m. deadline shall be deferred to the next respective Council meeting as Unfinished Business, unless Council,
by a majority vote of members present, determines otherwise.
Amendment to provide flexibility
to cover Committee of the Whole,
Regular and Special meetings.
IV. Public Participation
B. Public Comment
V(B)2 Public comment is to allow members of the community to provide input to the City Council and should not interfere with the ability of
the City Council to conduct its business. It is just one of many ways to engage with Councilmembers.
Amendment
Retreat outcome
V(B)3 The Presiding Officer will open the public comment period by explaining how to sign up as well as how any necessary follow-up may
occur.
New
Retreat outcome
V(B)4 The City Council will also accept public comment on an item at the point when that item is presented during the meeting agenda.
Speakers will be limited to commenting once per item during a meeting.
Proposed for deletion, covered by
#13
V(B)14 In general, Councilmembers should refrain from engaging in dialogue with commenters, but exceptions can be made to briefly request
clarifying information only.
Amendment to provide more
flexibility.
Retreat outcome.
V(B)15 Councilmembers should not call on staff to give public answers on the spot. New
Retreat outcome
8
6
V(B)16 The Presiding Officer will thank each speaker in turn. New
Retreat outcome
C. Disruptions
V(C)4 If order cannot be restored, the City Council may order the meeting room cleared and continue in session or may adjourn the meeting
and reconvene at another location selected by majority vote of the members pursuant to RCW 42.30.050. Members of the press, except
those participating in the disturbance, are allowed to attend, and final disposition may be taken only on matters appearing on the
agenda.
Amendment to pull in more
language from RCW for clarity.
VI. City Council Committees
A. Standing Committees
VI(A)9 Public comment is typically not accepted at Council committee meetings, but the Chair may make an exception in rare circumstances. New to match common practice.
VII. Council Vacancies
B. Resignation
VII(B) 1. A written resignation including an effective date must be submitted to the City Council in writing.
Amendment to eliminate
redundancy.
VIII. Public Records Compliance Other Responsibilities
A. Public Records Act Compliance
VIII(A)5 Councilmembers shall not communicate in any electronic format with another Councilmember during a Council meeting. Removes #5 to be added under
OPMA Compliance in new section.
B. Open Public Meetings Act Compliance
VIII(B) 1. If a quorum of the City Council is anticipated at a community or regional event or meeting, the Legislative Analyst or designee will
evaluate the circumstances to determine if a notice of attendance or Special Meeting is needed.
2. For events not related to City business, four or more Councilmembers may attend, but may not discuss City business.
3. For events related to City business where a notice of attendance or Special Meeting has not been issued, three Councilmembers
may attend. A fourth arriving member will need to leave.
4. Councilmembers should not participate in email or text threads involving a quorum of the Council.
5. Councilmembers should refrain from commenting on social media conversations involving other Councilmembers.
6. Councilmembers shall silence cell phones and other electronic devices during meetings. To maintain transparency and to ensure
that all discussion and deliberation occurs publicly on the record, Councilmembers shall not communicate in any electronic format
with another Councilmember during a Council meeting.
New
Matches current practice and state
law
Retreat outcome (#6)
8
7
C. Code of Ethics
VIII(C) 1. Councilmembers must comply with the Code of Ethics for Elected Officials as codified at Tukwila Municipal Code Chapter 2.97
2. Councilmembers shall not attempt to coerce or influence staff to engage in any act that is in conflict with, or creates an appearance
of conflict with, the performance of official duties as cited in the City’s Code of Ethics for Employees and Appointed Officials as
codified at Tukwila Municipal Code Chapter 2.95.
New
IX. Joining the City Council
A. Swearing-in
IX(A) 1. As provided for in Revised Code of Washington 29A.60.20, Councilmembers shall take an oath of office upon commencement of
their term of office. The oath may be given by the Mayor, City Clerk, or a judicial officer and will be recorded with King County.
2. Newly elected Councilmembers will take an oath of office at the first Regular or Special Council meeting after the first of the year.
3. Newly appointed Councilmembers will take an oath of office at the first Regular or Special Council meeting following their
appointment.
New, matches current long-
standing practice
B. Orientation
IX(B) 1. New Councilmembers will be scheduled for orientation meetings with the Mayor, City Administrator, Legislative Analyst, City Clerk,
each Department Director, and the City Attorney within 30 days of election or appointment.
2. New Councilmembers are expected to review the City of Tukwila Councilmember Handbook, City Council Rules of Procedure, the
Equity Policy, the AWC Mayor and Councilmember Handbook, and other relevant information.
New, matches current practice
C. Required Training
IX(C) Councilmembers shall receive the training required by the State of Washington on the fundamentals of the Open Public Meetings Act
(OPMA), Public Records Act (PRA), and records retention requirements per RCW 42.56.150.
New, points to RCW
D. General Training
IX(C) Councilmembers are encouraged to attend training on the role of a City Councilmember such as that which is offered by Association of
Washington Cities.
New
8
8
X. Councilmember Travel and Training
A. Purpose
1. Councilmembers are encouraged to be actively involved in city, county, state, regional and national organizations for the
benefit of the Tukwila community.
2. Councilmembers may travel and attend training, education sessions, conferences, and meetings, and reasonable expenses
will be reimbursed in accordance with city procedures applicable to employees and officials, subject to budgetary limit set by
the full Council.
3. Councilmembers should report out on conferences and trainings attended.
B. Travel Budget
1. Budgets for City Council travel and training will be set during the biennial budget adoption and adjusted through the annual
budget amendment process, if necessary.
2. All Councilmembers will have discretionary access to travel funds.
3. The entire Council, by majority, will make the final decision on use of funds should issues arise.
C. Travel Expenses
1. Councilmembers should exercise prudent judgment in incurring travel expenses on official city business.
2. Expenses eligible for reimbursement include standard (coach) airfare, baggage fees, ground transportation, mileage,
registration, lodging, and meals (except alcohol).
3. All receipts must be retained and submitted for processing in accordance with current procedures established by the
Finance Department.
4. Councilmembers may reserve a City vehicle for business travel when available.
New
Replaces existing POL-CC-06
Matches current practice
8
9
XI. Voucher Review
A. Purpose
1. Vouchers are the checks with which the City pays its bills. Before the entire Council approves vouchers on the Consent
Agenda at a Regular or Special meeting, each transaction has gone through multiple layers of review, starting with the
individual staff person responsible for the payment, to supervisor, and, if appropriate, the Department Director depending on
dollar threshold. Each transaction is then reviewed by designated Finance Department staff for final authorization and
issuance. These checks and balances help protect the City and provide assurance that all claims presented for payment are
complete and in compliance with established budget and policies.
2. At the beginning of each year, the Legislative Analyst will create a schedule rotating the task among all Councilmembers.
3. The obligation of the Councilmember providing the review is to gain a general understanding of City expenditures and
ensure alignment with city budget and policies.
4. If the Councilmember has a concern about any expenditure and how it fits with established budget and policies, they should
request background information or clarification from the Finance Director or designated staff. In rare cases, the
Councilmember may want to alert the full Council prior to voucher approval.
5.The reviewing Councilmember should verbally attest to their review prior to the City Council’s approval of vouchers on a
Consent Agenda.
New
Replaces existing POL-CC-07
Matches current practice
9
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